Organisational Culture as the Mechanism for Internationalising Innovation Platforms

Aalto University Design Factory (ADF) is a passion-based co-creation platform, which aims to change the paradigm of industry collaboration in universities. Simultaneously the ability to respond to innovation challenges of globalized industries creates a demand to develop an international network on innovation platforms. Therefore, in the light of the theory that supports culture as means of achieving change objectives, this study explores the key factors for creating a global network and to establish the parameters to help it succeed. This case study of ADF indicates that its culture is focused on platform thinking providing a conceptual and physical operational environment for a diverse range of stakeholders. Based on the findings Design Factory culture can be characterized as one to embrace diversity. This suggests the culture could lend itself to be used as a governing mechanism as it can act as an umbrella culture for the global network, in which local factories develop their own identities.

[1]  B. Burnes.  Managing Change: A Strategic Approach to Organisational Dynamics , 2001 .

[2]  C. Bartlett,et al.  The Multinational Corporation as an Interorganizational Network , 1990 .

[3]  V. Sathe.  Implications of corporate culture: a manager's guide to action. , 1983, Organizational dynamics.

[4]  S. Park,et al.  The Effect of National Culture, Organizational Complementarity, and Economic Motivation on Joint Venture Dissolution , 1997 .

[5]  Denice Welch,et al.  Being flexible and accommodating diversity: The challenge for multinational management , 1997 .

[6]  Mike Schraeder,et al.  Enhancing the success of mergers and acquisitions: an organizational culture perspective , 2003 .

[7]  M. Alvesson,et al.  Changing Organizational Culture: Cultural Change Work in Progress , 2007 .

[8]  F. Damanpour,et al.  National and Organizational Culture Differences and International Joint Venture Performance , 2002 .

[9]  Joanne D. Martin.  Cultures in Organizations: Three Perspectives , 1992 .

[10]  Martin Kilduff,et al.  Performance and Interaction Routines in Multinational Corporation , 1992 .

[11]  David Arditi,et al.  Implications of Culture in the Performance of International Construction Joint Ventures , 2008 .

[12]  Jan Selmer,et al.  Parent cultural control through organizational acculturation: HCN employees learning new work values in foreign business subsidiaries , 1996 .

[13]  P. Ghauri.  Designing and Conducting Case Studies in International Business Research , 2004 .

[14]  E. Schein.  Organizational Culture and Leadership , 1991 .

[15]  Edgar H. Schein,et al.  Coming to a new awareness of organizational culture , 1984 .