Strategy, culture and innovation performance

Lillian do Nascimento Gambi, Harry Boer

    Research output: Contribution to book/anthology/report/conference proceedingArticle in proceedingResearchpeer-review

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    Firms strive for improving their performance, and organizational culture has been
    recognized as an important driver of better performance. In parallel, strategy is
    viewed as an important contextual variable that influences organizational culture
    as well as performance. This study has two main goals: (1) investigating the
    relationship between strategic practices and innovation performance, and (2)
    determining if strategy has a direct and/or an indirect, culture-mediated effect on
    innovation performance, and if this effect varies across strategic practices and
    culture profiles. The research model and hypotheses devised are tested using data
    collected from 250 Brazilian and Danish manufacturing companies. This study
    contributes to the strategy-organization design-performance debate by showing
    that strategy has a direct and a mediated effect on performance. Firms supporting
    their strategy with a suitable cultural profile achieve the strongest performance
    Original languageEnglish
    Title of host publicationProceedings of the 16th International CINet Conference on Pursuing Innovation Leadership
    Number of pages13
    Place of PublicationEnschede
    PublisherContinuous Innovation Network
    Publication dateSep 2015
    ISBN (Electronic)978-90-77360-18-7
    Publication statusPublished - Sep 2015
    Event16th International CINet Conference on Pursuing Innovation Leadership: Pursuing Innovation Leadership - Royal Institute of Technology, Stockholm, Sweden
    Duration: 13 Sep 201515 Sep 2015
    Conference number: 16


    Conference16th International CINet Conference on Pursuing Innovation Leadership
    LocationRoyal Institute of Technology


    • Strategic practices
    • Organizational culture
    • Innovation performance

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