STUDYING THE LINKS BETWEEN ORGANISATIONAL CULTURE, INNOVATION, AND PERFORMANCE: THE CASE OF AN EVENTS COMPANY IN DUBAI

Abstract

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 organisation that operates in the events industry as a case, this paper attempted to study the critical yet nuanced relationship between organisational 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 could potentially impede innovation. The findings reveal a culture characterised by risk aversion, centralised decision-making, and a pronounced gap between ideation and execution. Despite a wealth of innovative ideas, bureaucratic tendencies & a hierarchical culture, as validated by the Competing Values Framework, seem to stifle the translation of these ideas into tangible innovations. This misalignment between organisational culture and innovation objectives, paradoxically, does not immediately reflect on the organisation'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 broader regional dynamics on organisational practises, 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 organisational 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.

Date of Award	13 May 2024
Original language	English
Awarding Institution	The University of Manchester
Supervisor	Sharon Clarke (Supervisor) & Khaleel Malik (Supervisor)