01981nas a2200205   4500008004100000022001400041245007300055210006900128260004200197300001000239490000600249520138300255653001501638653001901653653001501672653001501687653002101702100001601723856003601739       2016                        eng d  a1927-032100aWhy National Culture Should Be at the Heart of Innovation Management0 aWhy National Culture Should Be at the Heart of Innovation Manage  aOttawabTalent First Networkc04/2016  a18-250 v63 aOver a period of decades, a substantial body of knowledge has accumulated that correlates national culture and socially and economically important behaviour, including innovation practice. National culture is an interconnected web of mental models that is shared by national groups and transcends the individual. It is highly influential in moderating the cognition and behaviour of groups and individuals. Different resources, including cognition and behaviour, are required at the different stages of the innovation process, and the context, including national culture (within which innovation is practiced), is an important consideration in designing strategy. Because innovation is a psychological and social process, understanding how national culture moderates that cognition and behaviour within the different stages of the innovation process and how the wider innovation ecosystem impacts innovation practice is central to understanding, strategizing and managing the innovation process. However, there has been limited application of this knowledge by practitioners. Therefore, this article examines the importance of national culture from a practitioner perspective, distilling the managerial implications and providing a list of questions that serve as a checklist to enable practitioners to analyze the implications of their own national and organizational context. 10acreativity10aimplementation10ainitiation10ainnovation10anational culture1 aSmale, Tony  uhttp://timreview.ca/article/978