| Innovation in the aerospace industry has proven to be an effective strategy for competitiveness and sustainability. The organizational culture of the firm must be conducive to innovation. The problem was that although innovation is needed for aerospace companies to be competitive and sustainable, certain organizational culture issues might hinder leaders from successfully innovating (Emery, 2010; Ramanigopal, 2012). The purpose of this study was to assess the relationship of hierarchical, clan, adhocracy and market organizational types and innovation in aerospace companies within the U.S while controlling for company size and length of time in business. The non-experimental quantitative study included a random sample of 136 aerospace leaders in the U.S. There was a significant relationship between market organizational culture and innovation, F(1,132) = 4.559, p = .035. No significant relationships were found between hierarchical organizational culture and innovation and between clan culture and innovation. The relationship between adhocracy culture and innovation was not significant, possible due to inadequate sample size. Company size was shown to be a justifiable covariate in the study, due to a significant relationship with innovative (F(1, 130) = 4.66, p < .1, r = .19). Length of time in business had no relationship with innovation. The findings imply that market organizational cultures are more likely to result in innovative outcomes in the aerospace industry. Organizational leaders are encouraged to adopt a market culture and adopt smaller organizational structures. Recommendations for further research include investigating the relationship between adhocracy culture and innovation using an adequate sample size. Research is needed to determine other variables that predict innovation. This study should be repeated at periodic intervals and across other industrial sectors and countries. |
