| Summary: | Aim: To investigate the impact of national culture on the process of managing change and innovation in the sector of higher education and identify what kind of environmental factors could produce a moderating effect on the cultural impact. Method: Inductive method and qualitative approach were used. With the purpose of collecting qualitative data, 15 in-depth semi-structured interviews were conducted with employees of Faculty of Education and Business Studies in University of Gävle, Sweden. Results & Conclusions: The study suggests that any innovation is a change, while change is always a process and, thus, should be managed as such. Authors draw attention from the process of management of innovation itself towards managing through manipulating by such an influencer as national culture. At the same time authors point out that not everything can be explained on the basis of culture providing a range of potential factors that can strongly moderate the impact of culture. Suggestions for future research: Current research is limited by the choice of country, sector of economy, number of studied cases, etc. Investigation of cultural impact on change and innovation management in universities of other countries or the choice of another economic sector would open opportunities for further research. Contribution of the thesis: During the study the authors verified a part of the suggested hypotheses demonstrating the strength of the impact that national culture produces on management of change and innovation. Moderating effect of different environmental factors such as employee’s age and position within organizational structure, governmental policies in the sphere of higher education, type of organizational structure and type of leadership, was demonstrated. Authors come up with implications of managing the process of change and innovation through manipulation of cultural impact.
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