| Organizational leadership must understand the culture of the organization to cultivate the momentum that enables innovative change. The fundamental research issue of this study examines the role of competing cultural values on a supply chain logistics organization's potential to innovate. This quantitative non-experimental research study explores the relationship between competing cultural values based on Cameron and Quinn's (2011) Competing Values Framework and the Value Innovation Potential model espoused by Aiman-Smith, Goodrich, Roberts, and Scinta (2005). Data collection utilizes two validated survey instruments which are operationalized in a single survey format with three sections: (1) Value Innovation Potential Assessment Tool (VIPAT) (Aiman-Smith, Goodrich, Roberts, and Scinta, 2005); (2) Cameron and Quinn's (2011) Organizational Culture Assessment Instrument (OCAI); and (3) demographics and short-answer questions.;The value innovation construct assesses the perspective of internal and external value innovation. Internal value innovation is a composite of innovation factors - meaningful work, agile decision-making, open communications, and empowerment. External value innovation factors encompass risk-taking, customer-focus, business planning, business intelligence, and a learning organization. Culture characteristics based on the competing values cultures (clan, market, adhocracy, and hierarchy) are studied to determine if these dimensions are predictors of external and internal value innovation.;Multiple linear regression statistical analysis was employed to determine the best fit model of the predictors of value innovation. The external value innovation variable showed significant predictive value in the adhocracy and market culture dimensions. The internal value innovation variable revealed the strongest predictive value in the clan, adhocracy, and hierarchy culture dimensions. Since adhocracy culture is a significant predictor of both external and internal value innovation, it is essential for corporate leaders to develop more entrepreneurial, free-thinking characteristics to spur innovation throughout the organization. One of the supply chain logistics company's greatest assets for enhancing its innovative edge is to leverage and broaden its hierarchy and market culture profiles through a structured, customer-oriented continuous improvement focus that instills a more discerning adhocracy and clan culture awareness within the corporation. The conceptual frameworks evaluated in this study offer corporate leaders an effective methodology for new research that links organizational culture and value innovation paradigms. |
