THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND EMPLOYEE INNOVATION CAPABILITY: A CRITICAL REVIEW
DOI:
10.5281/zenodo.23051200Published:
2026-09-29Downloads
Abstract
In contemporary hyper-competitive and digitalized markets, organizational culture serves as a foundational determinant of employee innovation capability. This critical review systematically synthesizes empirical research from 2021 to 2026 to evaluate how distinct organizational culture typologies—grounded in the Competing Values Framework (CVF)—and psychological climates influence employee innovative work behavior (IWB). Analyzing 15 benchmark peer-reviewed studies across diverse industrial and geographic contexts, this paper evaluates the mechanisms linking Adhocracy, Clan, Market, and Hierarchy cultures to individual creative performance. The synthesis reveals that Adhocracy culture exerts the strongest direct positive impact on idea generation and promotion, whereas Clan culture fosters the psychological safety and knowledge-sharing climates essential for idea implementation. Conversely, rigid Hierarchy cultures inhibit creative self-efficacy unless mitigated by transformational or empowering leadership. Furthermore, psychological safety and adaptive competence emerge as critical mediating mechanisms, while digital technology integration moderates cultural efficacy. This review articulates an integrative framework, identifies key methodological gaps in cross-cultural and longitudinal research, and offers strategic recommendations for organizational leaders seeking to cultivate sustainable innovation capabilities.
Keywords:
Adhocracy Culture Competing Values Framework Employee Innovation Capability Innovative Work Behavior,References
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Copyright (c) 2026 Ridhian Wahyu Rizqy, Dhenny Asmarazisa, Catur Fatchu Ukhriyawati
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