Does Organizational Culture Drive Innovation in Non-profit Organizations? Testing the Applicability of ICEF Model at Qatar Charity

Abstract

Innovation is a critical factor in determining long-term success of organizations, including non-profit organizations. Unlike commercial organizations, non-profit organizations (NPOs) are mission-driven, compliance heavy, and operate in resource constrained environments. This study investigates the applicability of the Innovative Culture Enhancement Framework (ICEF) within a large humanitarian non-profit organization, Qatar Charity. Utilizing a quantitative cross-sectional survey, based on the Competing Values Framework (CVF), and a modified Community Innovation Survey (CIS), this study assessed culture-innovation linkages in Qatar Charity. The findings of the study revealed Adhocracy Culture as a powerful predictor for all innovation types. Surprisingly, Hierarchy Culture, typically seen as antithetical to innovation, emerged as a significant positive predictor for all innovation typologies, suggesting a sector-specific form of structured innovation in compliance-intensive NPO environments. Market and Clan cultures had selective effects on innovation. From a policy standpoint, this study offers actionable insights for non-profit managers who foster innovation through culturally targeted strategies, emphasizing the complementary roles of creativity, collaboration, and procedural formalization.