Fig 1.
Components affecting the innovation capabilities of organisations (Original work based on Hynes, Mickahail [54]).
Fig 2.
Main components of the original research.
Fig 3.
Cameron’s and Quinn’s organisational culture profile diagram.
Fig 4.
Mean culture profiles for each area in the selected countries.
Areas: general characteristics of the organisation (I), leadership style (II), personnel management style (III), organisation integrity (IV), key areas in the organisation (V), success criteria (VI). Profile: Clan (C), Adhocracy (A), Market (M), Hierarchy (H).
Fig 5.
Mean organisational culture profiles in the selected countries.
Areas: general characteristics of the organisation (I), leadership style (II), personnel management style (III), organisation integrity (IV), key areas in the organisation (V), success criteria (VI). Profile: Clan (C), Adhocracy (A), Market (M), Hierarchy (H).
Fig 6.
Type of culture favouring innovation and areas where innovation was introduced from 2015 to 2019 in the selected countries.
Table 1.
Ranking lists of measures to promote innovation-friendly organisational culture at universities.
Table 2.
Results of Spearman’s rho correlation coefficient and Kendall’s W concordance coefficient significance tests (p-value) for the ranking lists of actions contributing to innovation-friendly organisational culture.
Table 3.
Does organisational culture affect innovation at universities and do formalisation and hierarchy make it difficult?
Fig 7.
A model of how innovation-friendly organisational culture is formed at universities.