Thorsten Büschgens

• This research was conducted in order to attain three main research objectives. First, a theoretical basis for the relationship of organizational culture and innovation as well as a model for culture analysis was to be established. It was shown that the Competing Values Framework and Ouchi’s Control Theory as the underlying concept allow a comprehensive analysis of organizational culture’s relationship with innovation. Second, organizational culture’s influence on the innovation process with regards to the conflicting requirements of innovation was to be uncovered. It was a goal to find out how organizational culture could be used to improve an organization’s ambidexterity in innovation. Data from Chinese and German organizations showed that a developmental culture supports information acquisition and obtaining innovation outcomes. The people oriented group culture fosters efficient innovation project execution. Third, specific differences between organizational culture’s influence on innovation in China and in Germany as an example of a Western cultural setting were to be identified. While structural equation modeling revealed certain similarities in both samples, the differences were not as systematic as predicted by the theory. Based on these results a theoretical model was developed that explains radical innovation on the organizational, group, and the individual level.