Exploring the cultural basis of innovation
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Abstract
The paper explores the relationship between leadership, culture and innovation. Through an analysis of four enterprises, voted by their peers as having strong innovation-friendly cultures, we explicate the assumptions embedded in these innovation-supporting cultures, and outline the leadership practices that have created them. By locating the study within the interpretivist research paradigm and adopting the 'practice turn' perspective that has characterised recent leadership research, this study has been able to acknowledge and address the political dynamics involved in the creation of innovation-conducive cultures.
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