Linking multiple layers of innovation-oriented corporate culture, product program innovativeness, and business performance: a contingency approach

In recent years, firms have invested considerably in programs to raise their innovativeness by inspiring employees with an innovation-oriented corporate culture. However, extant literature is inconclusive on how an innovation-oriented culture leads to increases in product program innovativeness (PPI). This study investigates this question by analyzing a multilayer model of innovation-oriented corporate culture, using data from three different informants: marketing managers, R&D managers, and customers. The effects of innovation-oriented values and norms on PPI are fully mediated by cultural artifacts. Therefore, values and norms must be transformed into specific artifacts to exert an influence on innovativeness. Furthermore, market dynamism and technological turbulence have opposite moderating effects on the relationship between innovation-oriented artifacts and PPI. Market dynamism weakens this relationship, whereas technological turbulence strengthens it.