THE RELATIONSHIP OF CULTURE AND ORGANIZATIONAL DESIGN IN THE PROCESS OF INTENSIFYING INNOVATIVE ACTIVITIES IN CORPORATIONS

Abstract

The article is devoted to consideration of innovation intensification in corporations, taking into account the mutual influence of an innovative culture formation and an organizational design creation that is adaptive to the requirements of the innovative goals implementation. The purpose of the study is to determine the directions and features of the innovative culture interaction with organizational design in corporations within the innovative activity strengthening. Organizational design development and innovative culture formation are interrelated since organizational conditions favorable to innovative activity are factors in the establishment and consolidation of corporate innovative values, and the innovative values perceived by the staff affect the effectiveness of the organizational design of the corporation. But each of these directions requires targeted efforts for their implementation, therefore requiring separate specific actions regarding the formation, strengthening, and adaptation to the tasks of implementing innovative goals and strategies. At the same time, these directions complement each other and require their simultaneous implementation. A flexible and quick innovative response to modern market demands is possible under the condition of developing innovative strategies, building flexible organizational structures, and creating an environment and culture favorable for innovation, i.e. providing support for the implementation of strategies with an appropriate organizational design. Organizational design is formed in accordance with the tasks of implementing innovative activities, goals, and strategies. Processes of strategic planning of innovative activity are dependent on the instructions of the management for the introduction of innovations, the organizational ability to provide innovative activity with resources, qualified personnel, and coordinated cooperation of all elements of the organizational structure. Guidelines for innovative activity are formed through the declaration and visualization of innovative values, which gradually spread in the corporation and become dominant in the corporate culture, transforming it into an innovative one. Organizational support is implemented through the establishment of communication channels, and cooperation between departments, including through the creation of temporary working groups, the implementation of training programs, and staff rotation are important. An important direction in the adaptation of organizational design to the implementation of innovative activities is the creation of an effective complex motivation system that promotes the behavior of employees as independent, responsible, and proactive individuals.