Abstract
This study introduces theoretical ideas and practical experience of Hamilton’s studies related to organizational DNA and innovation performance. Taking into consideration the limitation of theoretical frameworks and need to prove them, the study attempts to develop the means by which different types of organizations can compete and attain desired objectives according to Hamilton’s point of view. Two fundamental questions arise here .First, how well or bad the four orgDNA building blocks are aligned in Iraqi industrial organizations (organizational stereotypes)?.Second, to which extent the alignment of orgDNA building blocks can influence innovation performance?. Three Iraqi industrial enterprises were chosen to investigate this problem. A questionnaire with 49 questions was designed and distributed among 27 managers to collect required data. Testing of hypotheses was performed by mean, standard deviation, correlation coefficients, t-distribution, and Kruskal-Wallis test. The results of the study indicated that organizational DNA four blocks had a positively significant relationship with innovation performance.Finally, the study concludes with many recommendations that should explore how to create the necessary conditions for organizations in emerging economics to innovate and create knowledge.
