| Innovation has become widely recognized as a key to competitive success (Francis & Bessant, 2005). Studies show that the ability to innovate is influenced by factors external and internal to the organizations (Cooper, 2005; Cravens, Piercy, & Low, 2002; Schlegelmilch, Diamantopoulos, & Kreuz, 2003). The purpose of this quantitative correlation study was to investigate the relationships between organizational innovation capability and two factors: innovation drivers and organizational culture. A survey questionnaire was sent to organizational leaders in the state of Minnesota to collect data for analysis. The findings indicated that organizational innovation capability has statistically significant positive correlations with three of the five innovation drivers: technology advances, globalization, and shortening product life cycle, but no significant correlations were found with the other two innovation drivers, competitive pressure and demanding customers. The findings also demonstrated that organizational innovation capability has statistically significant correlations with all four types of organizational culture: hierarchy, market, adhocracy, and clan. Among them, innovation capability has statistically significant positive correlations with market and adhocracy cultures, but negative correlations with hierarchy and clan cultures. The results of the study are expected to contribute to research literatures on innovation to which knowledge was added, and to the field practices, where organizational leaders are seeking keys to the general behavior of their firms and their ability to innovate. |
