In the dichotomy between extrovert and introvert cultures, especially important research problems include linking the personality profiles of the management with the type of organisational culture93, the relationships between ←53 | 54→teamwork, leadership and extroversion94, and extroversion’s influence on relationships between interested parties95.
5 Conservative culture – innovative culture
The influence of organisational culture on innovation is one of the most significant subjects of cultural research. Most researchers believe that culture, reflected in mentality, is of key significance to shaping the level of innovation, enterprise, flexibility and creativity. Thus, all these notions form the basis for the classification of cultures. Innovative cultures are also known in the subject literature as entrepreneurial, flexible or creative cultures. The main problems ←54 | 55→of research into such types of culture are enhancing innovation96, relationships between innovative culture and competitiveness97, relationships between the degree of sector innovation and culture98, links between innovative culture and organisational learning99, and many others. Entrepreneurial organisational cultures have been researched by S. McGuire, who proposed the addition of creativity and readiness to undertaking challenges in the cultural model. Important characteristics of entrepreneurial cultures are an orientation towards people, empowerment, and the creation of values through innovation and changes100.
An organisational culture is oriented towards changes and the readiness to act in a situation where there is not enough information, as well as a tendency to take risks. Organisations with high tolerance for uncertainty do not strive to maintain the status quo, but are ready to accept internal changes and to make transformations. Usually, they adapt to changes in the environment more easily and are flexible. They attach greater significance to the openness of organisation, and not its stability.
Conservative culture usually involves striving for a reduction of uncertainty, functioning in a context of low risk, supporting the maintenance of the status quo and emphasising the organisation’s stabilising role. The role of tradition is also stressed at the enterprise level. The variants of action and scenarios developed are of a determinist character; they assume avoiding risks, maximum limitation of the information deficit and one-option planning. In most cases, changes are treated as threats (Tab. 9).
Tab. 9: Innovative vs. conservative cultures. Source: Own work.
| Features | Innovative culture | Conservative culture |
| Orientation towards changes | Orientation towards changes in the organisation. | Orientation towards maintaining status quo in the organisation. |
| Entrepreneurship | High entrepreneurship. | Low entrepreneurship and innovation. |
| Approach to tradition | Distance, tradition is treated as a burden. | Respect, tradition is treated as a model. |
| Respect for authorities | Undermining the value of the authorities, counting on ‘fresh blood’. | High respect for the experienced employees of the organisation. |
| Approach to information | Accepting activities in the face of an information deficit. | Striving for action only when there is all information available. |
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The danger of conservatism is one of the key cultural threats in modern organisations that function in environments undergoing constant change. The most important elements in this case include maintaining and transferring the same values, cultivating tradition and striving for action without any change to the status quo. Although a conservative orientation supports the enterprise’s stability, too much conservatism can be dangerous to each business entity. Conservative enterprises isolate themselves from information, resist changes and can be effective only if their sector is very stable, which is found less and less often.
6 Hierarchical culture – egalitarian culture
The division according to the hierarchic criterion combines cultural and structural problems with issues of organisational power. This classification is sometimes used in analyses of bureaucratic or power-oriented organisational cultures, for example in the public sector101. Another area of research includes the attempts to build systemic relationships between a hierarchic culture and organisational strategy and structure102, as well as organisational learning103.
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The favouring of hierarchisation is linked with a belief that people differ, and an organisation reflects this diversity. Thus, organisations should include a number of management levels, and there should be a significant diversification of rights, privileges and benefits among different groups of employees. Special significance should be attached to maintaining discipline and strengthening the authority of power. Hierarchic organisations are dominated by the acceptance of a strong diversity of employees. They clearly prefer elitist thinking, and emphasise the significance of the discipline and order created by the power structure.
The striving for equality is a consequence of the belief that people deserve similar rights, and that an organisation is a reflection of such fundamental equality. Thus, organisations should have a flat structure and limit the number of management levels as much as possible – broad diversification of employees’ rights, privileges and benefits is unwelcome. Equality gives rise to the following attitudes in organisations: emphasising similarities between employees, favouring egalitarian thinking, orientation towards spontaneity, and the flexibility of structures and power relationships.
Tab. 10: Hierarchic vs. egalitarian cultures. Source: Own work.
| Features |
Hierarchic culture
|
