Studying the links between organisational culture, innovation, and performance: The case of an events company in Dubai

Amidst the abundant resources for innovation in the GCC, and particularly in Dubai, the region is trailing behind on the global innovation front. Taking an organization which operates in the events industry as a case, this paper attempted to study the critical yet nuanced relationship between organizational culture and innovation. Employing a mixed methods approach, and an interpretivism / social constructivism philosophical worldview, this research tried to uncover the underlying cultural dynamics that potentially impede innovation.
The findings reveal a culture characterized by risk aversion, centralized decision-making, and a pronounced gap between ideation and execution. Despite a wealth of innovative ideas, bureaucratic tendencies and a hierarchical culture, as validated by the Competing Values Framework, seem to stifle the translation of these ideas into tangible innovations. This misalignment between organizational culture and innovation objectives, paradoxically, does not immediately reflect in the organization's robust commercial performance, suggesting other complex factors that could be at play here.
Significantly, this study sets the stage for further inquiry into the nuanced influence of the broader regional dynamics on organizational practices, a factor that could subtly shape the innovation landscape. In addition to how the research underscores the imperative for a deliberate, strategic approach to aligning organizational culture with innovation objectives, it calls for a continued re-evaluation of these dynamics, urging a nuanced understanding of the cultural underpinnings that influence innovation, thereby contributing to the broader discourse on economic development and corporate strategy.

Keywords: MICE Industry, Innovation, Organizational Culture, Dubai, GCC, Economic Development, Mixed Methods, Organizational Performance.