Özet:

In today’s competitive world, organizations must follow the changes in the socio-cultural fields closely in order to survive and gain competitive advantage. At the same time, organizations should be able to adapt their strategies to the changes that are undergoing. In different societies, in different organizations, and even in different groups, the ways of perception of the events of individuals are different. One of the main stones in the formation of this difference is the cultural structure possessed. Individuals working within the organization can develop a number of attitudes and behaviors as a result of working with others. The tendency to social relief is one of them. If necessary, the cultural structure perceived in the organizations must be established in such a way that it will prevent this recording behavior, reveal the real capabilities of individuals and be able to use it for the organization’s benefit. At the same time, this cultural perception will also be able to draw the framework of individuals and the organization’s innovative behavior tendencies. Workers in structures where people can participate in decisions, where creativity is supported and rewarded will be able to behave more innovative. Structures that closely follow the innovation in the scientific and technological field, risky, and adapt to changing environmental conditions will be more likely to succeed. Higher education institutions are expected to contribute positively to the process of production and sharing of information and their follow-up. In this case, in the light of the cultural structure that the institutions of the universities have, the perspective of innovation and support rates will be important, they can take risks, expect equal devotion and working discipline from everyone, and they can engage everyone in this process. This study also has studied how strict and flexible organizational culture perceptions in the institutions of academics influence their innovative behaviors and potential scratch trends arising from association. The research was carried out by analyzing data collected by easy sampling method from 236 academics working at some universities in Ankara. The scale consisting of 6 questions developed by Gelfand and his friends (2006) to measure the perception of rigidity and flexibility and adapted by Özeren (2011) to the Turkish, the scale consisting of 4 questions adapted by Mulvey and Howard (1998) and George (1992) to measure the perception of social rescue, translated by Sheşen and Kahraman (2014) to the Turkish, developed by Köksal and so on to measure the tendency of innovation (Jong, 2007) The scale of 10 questions adapted to Turkish by (2018) has been used. The surveys were prepared using the 5 Likert scale technique that corresponds to the values of "I do not agree" (1), "I do not agree" (2), "I do not agree" (3), "I do agree" (4) and "I do not agree" (5) which correspond to the values of "I do not agree" (1), "I do not agree" (2), "I do not agree" (3), "I do not agree" (4), and "I do not agree" (5). The collected data, correlation and regression-based road analysis, hypotheses have been tested. According to the results of the analysis, there have been significant and negative relationships between organizational tightness and flexibility and social transformation and innovation. As the perception of tension in organizations increases, the reduction in the behavior of scrolling, the increased perception of flexibility, the increased behavior of innovation. These findings have been discussed in various recommendations to managers and practitioners.

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