Organizational culture as a strategic element for technological innovation: comparative business studies

The advantageous positioning in relation to the competition is given in the business environment, by the strategic management of technological innovation, including the promotion of the organizational culture in the creative development of innovations and solutions, by the shared experiences of the individuals, by the conduction of the leadership and by the synchronization of the strategies of innovation and organizations (ISAKSEN; TIDD, 2006). As according to Bes and Kotler (2001) innovation only exerts strength on competitiveness when disseminated at all levels of the organization. Schein (2004) considers that organizational culture is a complex set of assumptions, and the basis that involves the entire organization and is subdivided into levels. Likewise, Balestro and Fernandes (2013) and Chevallier (1994) state that the involvement of all employees in following the rites and codes present in the organizational culture, provides an environment of collective motivations and expansion of organizational value. This research sought to investigate the characteristics, actions and implications of organizational cultures based on the generation of innovations and their implications for the competitiveness of companies, through the results of innovation. For this purpose, in-depth case studies were carried out at the companies Festo Brasil, Natura, 3M do Brasil and Braskem and it was possible to observe the direct relationship between the results of innovation in the markets where the companies operate, with the actions and promotion of the organizational culture for the innovation theme.