The Adhocracy Culture and Its Impact on Innovation in Manufacturing Companies of the Quito Metropolitan District

The adhocratic culture arises from the change of stage from the industrial era to the information and knowledge era, according to which companies must adapt to the changing conditions of the environment that characterize the organizational world of the twenty-first century. In this context, this research aims to analyze the influence of the adhocratic culture on innovation in manufacturing companies in the Metropolitan District of Quito. For this purpose, a mixed methodology is used. Quantitatively, two surveys are applied to a sample of 141 companies: 85 large, 22 medium, and 34 small. For the organizational culture variable, the OCAI questionnaire of Cameron and Quinn is applied, and for innovation, the Oslo Manual. The qualitative aspect is manifested in the adoption of the documentary technique. The nature of the research is also mixed, exploratory, descriptive, correlational, and cross-sectional. The statistical methods used are inferential and the model of fifths. SPSS version 24 and Microsoft Excel statistical software are used. The results show that the predominant type of organizational culture is clan, and as for innovation, it is determined in the following order: process, administrative, marketing, and product. As for the relationship between the variables, the significance value is more significant than 0.05, meaning there is no correlation. Therefore, it is concluded that adhocratic culture and innovation act independently.