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dc.contributor.advisorJohn Van Maanen.en_US
dc.contributor.authorMeneses Alvarez, Fernandoen_US
dc.contributor.otherTechnology and Policy Program.en_US
dc.date.accessioned2018-09-17T15:50:46Z
dc.date.available2018-09-17T15:50:46Z
dc.date.copyright2018en_US
dc.date.issued2018en_US
dc.identifier.urihttp://hdl.handle.net/1721.1/117938
dc.descriptionThesis: S.M. in Management of Technology, Massachusetts Institute of Technology, Sloan School of Management, 2018.en_US
dc.descriptionCataloged from PDF version of thesis.en_US
dc.descriptionIncludes bibliographical references (pages 69-71).en_US
dc.description.abstractIn today's world, innovation has become a well-worn, sometimes over-used buzzword. Much of today's innovation is mainly linked with new technologies. Many companies talk about innovation using new metrics like "innovation premium," and they would like to be on the "Top 100 Most Innovative" list published by Forbes every year. This thesis seeks to answer the following questions: Do the CEOs of the most innovative companies create a unique environment within their organizations? Do they create an internal culture that supports employees who have ideas for innovative products or services? What can a CEO do to influence the company's shared attitudes, values, goals, and practices which in turn promote innovation? What are the main elements that influence internal culture and make it more innovative? To answer these questions, I reviewed the research literature by scholars and researchers on innovation. I also reviewed literature about the kind of organizational culture that promotes innovation. In addition, I interviewed nine leaders from several companies generally regarded as being innovative to inquire how they fostered an innovative environment. From this study, I identified three main elements that I think are key to creating a culture that promotes innovation. After determining the critical elements necessary for innovation, I interviewed 17 individuals from P-Automotive (a pseudonym). I asked them to discuss how their internal innovation culture relates to the three main elements. Based on what I learned from the research literature, the innovative leader interviews, and the case study of P-Automotive, I provide several general recommendations and several specific recommendations (for P-Automotive) for fostering an innovative organizational culture.en_US
dc.description.statementofresponsibilityby Fernando Meneses Alvarez.en_US
dc.format.extent71 pagesen_US
dc.language.isoengen_US
dc.publisherMassachusetts Institute of Technologyen_US
dc.rightsMIT theses are protected by copyright. They may be viewed, downloaded, or printed from this source but further reproduction or distribution in any format is prohibited without written permission.en_US
dc.rights.urihttp://dspace.mit.edu/handle/1721.1/7582en_US
dc.subjectSloan School of Management.en_US
dc.subjectTechnology and Policy Program.en_US
dc.titleEngineering a culture that promotes innovationen_US
dc.typeThesisen_US
dc.description.degreeS.M. in Management of Technologyen_US
dc.contributor.departmentSloan School of Management
dc.identifier.oclc1051236769en_US


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