The Culture of Innovation Model
The article examines the possibility of creating, implementing and managing a culture of innovation in modern business organizations. The author did a brief review of innovation landscape included theories on unique resources and core competencies, the creation and dissemination of organizational knowledge, learning organization and organizational learning, the types of innovation and the emphasis on the concept of open innovation. Researchers have not fully elucidated the search for a link between corporate culture and innovation. For this study, the relationship between some of the main components of the organization leadership, structure, strategy is outlined to feature the main characteristics of the innovation culture domain, according to the views of the author. By previous theoretical and empirical studies, the author draws the main dimensions of the culture of innovation and emphasizing the trinity strategy structure culture and has created a model of the culture of innovation with concrete indicators. The conclusions are related to the complexity and varied manifestations of the impact of corporate culture on innovation in the company as well as on the complexity of defining a certain and very specific typology of the culture of innovation. The essence of the model represents the interrelationship between strategy and corporate culture, but with the appropriate structure, as well as leaders, for understanding the overall positive importance of the culture of innovation.The guiding principle for managing the culture of innovation in the discovery of specific features to encourage members of the specific organization for framing, sharing and act by the values that support the realization of innovation and implementation of innovative processes.One of the most important features of the culture of innovation identifies it as associated with change and perception, and as a set of possibilities. The culture of innovation is in line with the realization of experiments, risk taking, the redefinition of parameters from the work activities. It is an interaction amongst all the stakeholder groups, the conditions of maximum transparency, ensuring distribution, sharing, generating knowledge, like trust, as a construct that brings together the members of the organization in the realization of its future.