Abstract
Organizational culture is a critical determinant of innovation, influencing how organizations generate and implement new ideas, processes, and products. This study investigates the relationship between organizational culture and innovation, emphasizing the cultural attributes that enable or inhibit innovative practices. Using a mixed-methods approach, data were collected through structured questionnaires and supported by secondary research to analyze the interplay between cultural dimensions and innovation outcomes. The findings reveal that adhocracy cultures, characterized by flexibility, risk-taking, and collaboration, are most conducive to fostering innovation. In contrast, hierarchical cultures, which prioritize stability and control, tend to stifle creativity and limit innovative potential. The study also highlights the role of leadership in cultivating a culture of experimentation and the effectiveness of structured innovation practices such as brainstorming and design thinking. Practical implications include strategies for transitioning toward innovation-friendly cultures and addressing barriers such as resistance to change and rigid organizational structures. These insights offer valuable guidance for organizations seeking to enhance their innovation capacity and achieve sustainable competitive advantage.