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The working paper at hand assumes that differences of innovativeness of different countries can be explained to a certain extent by cultural differences. Thus, the paper deals with the research question of which cultural dimensions have an influence on national innovativeness. Previous research mainly uses the Hofstede-dimensions to describe cultural differences and often focuses on single parameters to describe national innovativeness (e.g. number of patents per capita). This paper, instead, uses the dimensions of the GLOBE-study which builds on the findings of Hofstede but is more up-to-date and comprehensive and uses two innovation indexes – the Global Innovation Index (GII) and the Innovation Union Scoreboard (IUS) – to describe national innovativeness. The authors use correlation analysis to find relationships between the GLOBEdimensions and the innovation indexes. They find positive correlations of innovativeness (both indexes) to Future Orientation (practice scale), Gender Egalitarianism (value scale), Human Orientation (value scale) and Uncertainty Avoidance (practice scale) as well as negative correlations to In-Group Collectivism (practice scale), Future Orientation (value scale) and Uncertainty Avoidance (value scale). Some of the findings are contrary to existing hypotheses, e.g. only a weak negative correlation of Power Distance to one of the indexes. Furthermore the findings show significant differences between practice scales and value scales, especially concerning Future Orientation and Uncertainty Avoidance which deserve further examination. Overall it can be concluded that culture has an impact on national innovativeness. The different cultural dimensions of the GLOBE-study show a multi-faceted interrelationship between culture and innovation. To come to a concise answer for the question which dimensions affect national innovativeness in which way additional research will be necessary.
The links between innovativeness as a driver of economic performance, and the determinants of innovativeness have been investigated by management scholars and economists for decades, focusing mostly on “hard factors” as investment in research and development, or education. Focusing on a relatively neglected, but in times of globalization even more important aspect, the infuence of cultural characteristics on innovativeness, we apply diferent econometric models to test for links between cultural tightness and looseness on the one hand, and national innovativeness on the other hand. We fnd that cultural tightness—in the sense of homogenous and intolerant societies—has a negative link to national innovativeness, while cultural looseness—in the sense of tolerant and diverse societies—displays a positive link to national innovativeness.
The impact of culture on entrepreneurship is a widely accepted phenomenon. Cultural factors influence entrepreneurship via different mechanisms on the macro-, meso-, and micro-level of a country. Building on existing research, we draw a clear link between national cultural dimensions and entrepreneurship, using a new model that arranges different cultural dimensions in groups based on their particular function: political, social, or individual (PSI-model) and that distinguishes between values and practices where relevant. The PSI-model provides a coherent theoretical framework on which different cultural dimensions and their impact on entrepreneurship can be analysed, allowing for particular attention to be drawn to social practices and social values. This paper contributes to a better understanding of the relationship between culture and entrepreneurship, providing empirical evidence of how specific cultural dimensions influence entrepreneurship. The findings are of relevance from a policy perspective and can be used to generate practical recommendations for national institutions interested in promoting entrepreneurship and entrepreneurial activities. The findings are also transferable to other fields related to national cultural dimensions such as level of innovation, investment, budgeting etc.
In dem Beitrag beschreiben die Autoren einige der Widersprüche und Paradoxien im Zusammenhang mit Kreativität und schlagen die Nutzung des Wertequadrats nach Helwig zu deren Beschreibung vor. Die Autoren beschreiben die dynamische Balance, die zwischen Handeln und Geschehen-Lassen bei der individuellen Kreativität besteht. Außerdem gehen sie auf die Balance aus Führung durch Kontrolle und Führung durch Vertrauen ein, die für die Coporate Creativity erforderlich ist. Die Missachtung dieser dynamischen Balance bei der individuellen Kreativität kann zu einer "Culture of Looking Busy" führen, bei der rein kontemplative Tätigkeiten als unproduktiv angesehen werden. Bei der Corporate Creativity kann sie zu einer "Culture of Compulsive Control" führen, bei der Manager versuchen, die Kreativität ihrer Mitarbeiter zu kontrollieren anstatt sie zu fördern und zu unterstützen.
Archimedes sollte herausfinden, ob die Krone von Hieron II tatsächlich aus Gold sei. Das spezifische Gewicht von Gold war ihm bekannt, aber für die Bestimmung des Goldgehalts musste er das Volumen der Krone berechnen. Er dachte mehrere Tage darüber nach. Doch erst als er ein Bad nahm und beobachtete, wie sein Körper das Wasser verdrängte, erkannte er, dass er das Volumen der Krone über ihre Wasserverdrängung bestimmen konnte. Er rief: Heureka! ? Ich hab´s gefunden! Archimedes ist damit zum Sinnbild für plötzliche Geistesblitze geworden. Doch warum ist er nicht sofort auf die Lösung gekommen?
Die Hauptaufgabe des Unternehmers ist es, das operative Tagesgeschäft und die strategische Ausrichtung des Unternehmens unter einen Hut zu bekommen. Selbst wenn ein Unternehmen das beste Produkt hat, wird es nur dann langfristig erfolgreich sein, wenn es auch eine tragfähige Strategie besitzt, welche die Richtung für die Zukunft vorgibt.