The Link Between Organizational Culture of Innovation

  
       When Google acquired Android in 2005 as part of a strategy to enter the mobile phone platform industry, many parties, including the top management of Microsoft, underestimate this step.Microsoft CEO even stated unequivocally that he was not impressed with Google's move and even more favor the reliability of the current Microsoft platforms, namely Windows Mobile. In fact, in just a few years later became evident that the Android mobile phone platform number one, not only in the American market, but also the global market.

Google's achievement in the field of product (call it Gmail, Chrome, and YouTube) makes people wonder business and want to learn the secrets of their success. Google is known for its super-creative and fun place to work.The company instituted a "20% Time" in the work, where employees are encouraged to spend 20 percent of their work time to do whatever they like. Indeed, employees are not always managed to create a new flagship products that benefit the company, but the rule of 20% Time "is believed to have menjadil estuary lahlrnya creations of Google that we've enjoyed Working atmosphere, inter-relationship between the employees and the boss-subordinate, hierarchy, formality, as well as rules of thumb, the whole becomes a part of the organizational culture that helped shape the behavior of company employees.

Various scientific studies have shown that organizational culture can menmgkatkan company's ability to create and produce new products. However, like two sides of a coin, organizational culture can also 'be a barrier for organizations to innovate. A study of Naranjo-Valencia, Jimenez-Jimenez, and Sanz-Valle (2011), who examined 471 companies in Spain, suggests that organizational culture is a determinant of the success of the innovation strategy. Naranjo-Valencia and colleagues classify the companies into two of the four types of culture, that is Adhocracy, the company that puts the focus on flexibility as well as partnerships with external companies, and companies with the Hierarchy culture type, which is a company that is always seeking stability and oriented towards the internal structuring of the company. Their results demonstrate that culture Adhocracy encourage the formation of change and innovation in the company. While Cultural Hierarchy, on the contrary, it is not directly inhibit innovation through employee participation in the standard rules, structures, and systems in the company.

In the Indonesian context, a study conducted by the Center of Innovation and Collaboration (CIC) PPM Management (2013) over 208 companies presenting empirical evidence that is consistent with the above studies. The study shows that CIC held a successful company must innovate not have units of Research and Development (R & D) in particular. Innovative Company is a company that always gives an opportunity to the employees to be creative (cultural traits Adhocracy one). The leader of the company not only has a vision, but it is more important is to have the courage to take decisions related to changes in the organization.

 OPINI : these studies can still continue to be validated by similar research on organizational culture in Indonesia. Companies need to be aware of the importance of implementing appropriate organizational culture with their innovation strategies. Corporate leaders need to ensure that the culture of the organization can stimulate changes that can improve the competitiveness of enterprises.