**3.6. Open organization**

In an "open organization," its members respond to changes in the external environment and establish relationships with the community and other organizations through operational modalities such as cooperation, networking, and interorganizational research.

Innovation is continuous and consistent if the organizational culture encourages and supports it. Innovation results from knowledge of consumer needs, market trends, competitors' offerings, distributor relationships, technology changes, and, on the other hand, the combination of personal autonomy and responsibility. Innovation can be said to flourish in a culture conducive to free movement of information and to encourage individuals to participate in partnerships within and outside the organization (i.e., suppliers and distributors) to multiply

The Need to Develop a Corporate Culture of Innovation in a Globalization Context

http://dx.doi.org/10.5772/intechopen.81266

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In order to become innovative, the company needs a cultural perspective in the internal (vision, mission, values) and external (community) aspects, in order to avoid competitive conditions that it does not control (economy, regulators, competitors, technology) but decisive for its success in the market. Thus, innovation activities are based on processes of interaction between individuals and the organization's surroundings across its national, professional,

The limitations of this study are as follows. Firstly, the impact of corporate culture of innovation on internal entrepreneurship processes in several business activities such as product

Secondly, the development of a holistic model to gain a deep understanding of the innovation culture dissemination will not only help to comprehend the area but also contribute to companies to respond quickly to market needs. Thus, the scope of the future research can be

This work was partially supported by the Polytechnic Institute of Lisbon through the Projects for Research, Development, Innovation and Artistic Creation (RDI&AC), within the framework of the project ARPIPME—Evaluation of the risk of innovation processes in small and medium enterprises, IPL/2017/ARPIPME/ISCAL. And, it was also partially supported by

and João Calado3

1 Polytechnic Institute of Lisbon, Business Research Unit (BRU-IUL)/ISCTE-IUL,

2 Mechanical Engineering Department, ISEL—Instituto Superior de Engenharia de

3 Mechanical Engineering Department, ISEL—Instituto Superior de Engenharia de

FCT, through IDMEC, under LAETA, project UID/EMS/50022/2013.

\*, António Abreu2

\*Address all correspondence to: zdmmartins@gmail.com

Lisboa/CTS—Uninova, Lisbon, Portugal

Lisboa/IDMEC-LAETA-IST-UL, Lisbon, Portugal

development, operational process, marketing, and so on is not discussed in detail.

innovative business ideas.

and cultural boundaries.

**Acknowledgements**

**Author details**

Lisbon, Portugal

José Moleiro Martins1

started from the limitations mentioned above.

In fact, companies need to overcome the natural tendency to focus on their internal environment and open themselves to the market (i.e., their external environment) [27]. It should be noted that the origin of innovation lies in the ability of individuals to discover new innovative businesses [28] that do not necessarily have to be found within the boundaries of the organization. To this end, managers must continually monitor and respond to changes in the environment (i.e., at the level of consumers, suppliers, business partners, and competitors) and ensure participation in the capital of innovative companies. Put another way, "market orientation" understood as a sense of organizational action directed at the consumer through the value that is provided to it—is a key requirement of successful innovation. Therefore, market orientation is an antecedent component of innovation and, consequently, distinguishes the company's ability to innovate, that is, to successfully introduce new products or services in the market.

Market monitoring translates direct contact with consumers, which favors research, targeted production, and marketing activities. In addition to considering the sources of innovative ideas, the organization should also consider how innovation is funded, created and led to the market. In this step, the consolidation of the organizational innovation process derives both from internal R&D budgets and from external financial sources such as venture capital, angel investors, business angels, and state entities that promote R&D.

In this way, innovation gains value outside organizational boundaries. This means that the external orientation followed by the companies is (i) agglutinative of new knowledge (e.g., technical contributions from suppliers and customers to be incorporated in the development of new products) and (ii) technological updating human resources, which are the "keys" of innovation.

In conclusion, the culture of support for corporate entrepreneurship lies in the coexistence of internal and external factors that stimulate innovation throughout the company's value chain. Sharing the value chain of the organization with its suppliers, distributors, and customers configures an operational permeability of its boundaries called, in the terminology of Chesbrough, "open innovation" [27].
