BSS057-6 Corporate Innovation And Entrepreneurship Assignment Sample

BSS057-6 Corporate Innovation And Entrepreneurship

Introduction - BSS057-6 Corporate Innovation And Entrepreneurship

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The entrepreneur in the "Corporate Innovation and Entrepreneurship" (CIENT) concept major learn how to solve problems creatively, as well as how to discern trends, recognise possibilities, and devise strategies for capitalising on high-potential ideas in the corporate environment. In order to succeed as an entrepreneur or manager of a small to medium-sized firm, the organisations must be able to communicate effectively in a variety of channels, have strong negotiating abilities, and manage with honesty and integrity (Hampel, Perkmann and Phillips, 2020). It is well knowledge that entrepreneurship is the process of founding and operating a new firm or endeavour. Innovation at corporations, on the other hand, may not be as obvious.

For the CIENT major, the organisational innovative element focuses on new product creation and innovation inside an existing organisation. Corporate innovation relies on a company's capacity to see possibilities and put resources to good use in enacting change. When a popular chocolate firm started printing images on little pieces of candy, it brought up a whole new market for the business (Tseng and Tseng, 2019). Look for fresh and innovative methods to revitalise old product lines or take use of technological advancements to guide a department into new business opportunities or new market sectors. It is CIENT's mission to always seek for new business prospects, whether in a start-up or a large corporation.

Patch 1: Leadership

Innovation is the creation as well as conveying the important fresh concepts and ideas. Creativity and innovation results in the implication and execution of the discoveries, fo fulfilling the challenges regarding creativity & innovation, executives should handle “creativity and innovation”. One issue that can be identified is just 13% of the worldwide population is genuinely committed (Mumford, and Hemlin, Eds, 2017). There is no denying the fact that the participation is the leading key factor for the attaining the passion, maximum efforts as well as hard work which are necessary for the organizational “creativity and innovation”.

According to many studies, it can be witnessed that creative and innovative results are harder to achieve with the absence of support from the business firms as well as the leaders. Another researcher also stated that comparable findings which demonstrated a strong influence in terms of management approach on creativity which directly impacts the organizational “innovation and creativity” (Isaksen, 2007). Innovation and creativity are heavily getting influenced by the leaders; these people make sure that the people working under their leadership are getting motivated and getting the extra push in order for them to work coordinated as well as a team collaboratively for achieving the required results.

Extra ordinary behaviour of the leadership such as transformational leadership type is being witnessed that the different types of leadership are impacting the firms in terms of new innovation and creativity on the global spectrum (Isaksen, and Akkermans, 2011). One study on 163 employees in 43 Turkish “Entrepreneurial Software Development Companies” revealed a beneficial link among transformational leadership as well as creativity. The study also assisted in discovering that “Transformational Leadership” has a considerable amount of impact on the firm’s “Innovation and Creativity Climate” (GUMUSLUOGLU, & ILSEV, 2007).

The framework for climate for innovation and creativity is the broadest comprehensive and all-encompassing component of a transition process. This enables climate to intertwine its many aspects of the organizational environment (Amabile et al., 1996). Countless researchers has sought towards approaching a better knowledge and evaluation regarding workplace culture, as well as several notions and constructions that are incorporated under this. Some researchers have investigated both commonalities & contrasts among organisational climate and culture to understand the knowledge regarding the formation and impacts of societal environments among companies.

One researcher named Davis investigated 500 companies across 7 different countries in finding key qualities that can be distinguished from other organisations in terms of best performance that are producing larger proportions of revenue from goods & services produced. Top performances exhibited greater collaborative as well as "Innovative and Creative Leadership" undertook active efforts in controlling its innovative ideas management procedure. Furthermore, the research demonstrates the need for adopting a better systematic strategy in terms of climate change. The organizations that are generating high revenues through innovative goods as well as business operations fostered about 115 ideas every day. Generally, the company are capturing and managing around 18 ideas every day for the sustainability of the business (Isaksen, 2007). The organization who is performing lesser in numbers as well as in qualities are generating only 1 innovative and creative ideas every day which is very less in comparison to the companies who are performing well. The research also states that for the success of the commodities, there is a requirement of at least 3.000 fresh ideas for the creation of new significant unique for the success of the firm.

There is no denying the fact that the leaders are the pillar for the construction of healthy work environment as well as culture. E.g. whenever the leaders develop as well as properly express their goals and vision, the employees’ goals and objectives also get aligned with the leader’s vision as they have the ability in terms of impacting the climate (Isaksen, 2007). The study revealed that reorganizing is one of the tool that are being used in influencing the other people in the organization and how the employees engage with others in terms of building the climate of innovation and creativity.

The prevalence of contacts and arguments among opinions, insights, including various perspectives & information under the climate is referred to debate in the climate for innovation and creativity. The prevalence of contacts and arguments among opinions, insights, including various perspectives & information under the climate is referred to debate in the climate for innovation and creativity (Isaksen & Ekvall, 2007). Numerous opinions are addressed among "debating organisation", and individuals that are eager to express their views for evaluation and assessment. Individuals are frequently observed debating contrasting viewpoints and offering a variety of thoughts.

When arguments are absent, individuals blindly adopt autocratic tendencies. The conflict is another factor that can be recognised in the process of building the climate for innovation and creativity, whenever the degree of tension gets excessive, organisations as well as employees despise and starts creating conflicts in the form of hate in the work environment. The climate for innovation and creative can also be called as “Interpersonal warfare" that assists in defining the work environment. Dominance in the work environment and territorial battles are some of the common occurrences among various organizations (Isaksen, and Ekvall, 2010).

According to the research on “Hospitality and hotel industry” employees commitment as well as expertise is very vital for the organization performance. Ideas like the capacity to encourage, motivate as well as excite generally regarded as crucial needs for increasing the company's effectiveness. Examining overall function using "theory-based leadership models", with missing crucial industrial aspects might never be sufficient in terms of fulfilling overall needs of modern complicated workplace situations. here have been many claims that signifies shifting beyond from "taxonomies" with embracing the fresh method in terms of knowing ways of conceptualising leadership which could increase the innovative and original actions which can be results towards more accurate definition of leadership (Moghimi, 2016). As discussed above, transformative leadership has always been a common strategy in examining the implications regarding the characteristics of leadership for building the foundation for climate of innovation and creativity are identified to be essential for the firm’s and the employees’ “Creativeness” as well as “Innovativeness”.

To construct a successful climate for innovation and creativity, the “Idea Support” is one of the variables that are required for promoting innovation and creativity in the organization. The increased degrees of “Idea Support” seem to suggest how different unique and fresh insights can be nourished and can be utilized by the leader to approach the creative ways of reaching innovation and creativity climate (Isaksen, & Akkermans, 2007). Leaders can nurture “Idea Support” by training the employees or workforce in terms of their reaction to critical thinking as well as creative thinking.

Patch 2: Culture

The Agency’s distinctive sociological and emotional atmosphere is shaped by its culture, which is described as the underlying preconceptions, attitudes, values, and behaviours of its employees. In addition to expectations, experiences, philosophy and beliefs that influence member conduct, organisational culture is manifested in members' self-images, internal functioning and relationships with the outside world, as well as future aspirations. Organizational culture Shared attitudes, ideas and rituals constitute the foundation of a culture, which has evolved through time and is accepted as true (Prasanna and Haavisto, 2018). The organization's values, conventions, structures, symbols, language, premises, opinions, and behaviours are all part of the culture. Simply said, "the way things are done around here" is the definition of organisational culture. In contrast to the previous definitions of culture, some definitions emphasise worker behavioural elements and how corporate culture directly impacts the behaviour of workers inside a company, as well.

Here, organisational culture is defined as a collection of beliefs about what is proper conduct for different contexts in an organisation. The way individuals and groups communicate with each other, with customers, and with stakeholders is influenced by the culture of the organisation. Organisational culture may also play a role in workers' sense of belonging to their workplace. "Corporate culture," "workplace culture," and "company culture" are commonly utilised identically in business parlance. Having a strong and widely held set of values that are backed through strategy and structure is the cornerstone to a successful company (Szyd?o and Grze?-Buk?aho, 2020). Three things happen in a company with a strong culture: Workers know exactly what top administration expects them to do in any given scenario, and they think that the anticipated answer is the correct one. They also know that they will be compensated for displaying the values of the firm.

It is critical for companies to play an important role in ensuring that the organization's core values are outlined and reinforced in orientation, training, and performance management programmes as well as making sure that suitable incentives and acknowledgement are given to workers who genuinely encapsulate the values. Furthermore, organisational culture may take many forms, including leadership styles, communication methods, the way information is disseminated across the organisation, and even the way the company celebrates milestones (Chión, Charles and Morales, 2019). It's not surprising that the terminologies used to describe different cultures vary so considerably since culture is made up of so many different components. Societies may be characterised by several characteristics such as being competitive, focusing on the needs of the consumer, being forward-thinking and creative, being family-friendly, being research-oriented, being technology-driven, or being risk-takers.

Factors that Shape an Organisational Culture

1. Values: The Agency’s cultures are built on a foundation of shared ideals. While there is no absolute right or wrong, companies must choose which principles to prioritise (Roscoeet al., 2019). "Outcome orientation," "people orientation," "team orientation," "attention to detail," "stability," "innovation," and "aggressiveness" are among the shared values.
2. Degree of Hierarchy: The higher the level of hierarchy in The Agency, the more significance it places on the use of conventional authority structures (Bailey, Benson and Bruner, 2019). "High" hierarchies have clearly defined organisational structures and expect employees to work within them; "moderate" The Agency has clearly defined structures but accept that employees often work outside of them; and "low" organisations have liberally characterised job descriptions and expect employees to assert authority.

• Degree of Urgency: The Agency’s desire or have to speed up decision-making and creativity is determined by its level of urgency (Roscoeet al., 2019). However, while some companies pick their own level of urgency, other companies are forced to adopt it.

1. People Orientation or Task Orientation: Individuals and activities are often valued in a certain manner by organisations. When determining choices, The Agency with a strong focus on people thinks that the success and productivity of the organisation are driven by the individuals inside it(Bailey, Benson and Bruner, 2019). The Agency with a high task orientation prefers to place activities and procedures first when making choices and thinks that effectiveness and excellence drive organisation success and productivity.
2. Functional Orientation: Functional areas are prioritised by every company. Marketing, administration, research and development, technology, and customer service are all instances of operational orientations. An R&D-focused company, for example, may be at its heart a research and development-focused company (Roscoeet al., 2019). Based on the organization's history and position in the marketplace, for example, a hospitality corporation may concentrate on administration or services.
3. Organisational Subcultures: In additional to the predominant culture, each organisation might have a variety of subcultures (Bailey, Benson and Bruner, 2019). When a group or person has its own traditions and customs that aren't understood by the rest of an organisation, it creates a subculture that enriches and emphasises the essential principles of The Agency. Subcultures, on the other hand, may be a major source of distress.

Characteristics of Organisational Culture

1. Innovation: In companies where innovation isn't valued, people are expected to carry out their duties in the same manner they have been instructed, regardless of how they can do better (Odor, 2018).
2. Attention to Detail:The Agency with a high regard for attention to detail anticipates the best from its workers, whereas an organisation with low regard for attention to detail anticipates the worst from its personnel(Podgórniak-Krzykacz, 2021).

• Emphasis on Outcome: Organisational culture is highly valued by organisations that place an emphasis on outcomes rather than the process by which they are obtained (Odor, 2018). The culture of The Agencyemphasises the importance of result characteristics when it tells its salespeople to do whatever it takes to win orders.

1. Emphasis on People: Organisations that put a high emphasis on this organisational culture feature place a significant deal of focus on how their actions will affect the individuals in their company (Podgórniak-Krzykacz, 2021).
2. Teamwork: An important aspect of an organization's culture is its emphasis on teamwork rather than individual productivity (Odor, 2018). Co-workers and management at these kinds of firms tend to get along well.
3. Aggressiveness: Members of a group are expected to either be pushy or laid back in their business relationships, depending on the company's culture (Podgórniak-Krzykacz, 2021).

• Stability: Companies with a rule-oriented, dependable, and administrative culture have a high regard for stability (Odor, 2018). These firms are best suited to stable market circumstances since their production is predictable and constant.

Patch 3: Readiness for Change

The degree to which a person or people are intellectually predisposed to accept, embrace, and implement a specific strategy to consciously alter the status quo is known as their readiness for change. A person's readiness to accept or reject a change endeavour is a mental state that precedes their actions. To be really change-ready, The Agency's workforce must undergo a mental shift. As the ones who will either accept or reject change, individuals are the true drivers of progress. A person's preparedness for change must be assessed prior to any effort (Miake-Lye et al., 2020). Preparation for organisational change has long been considered a necessary step in order to offer a feeling of psychological safety, command over the situation, and personal identity for the members of the company. According to specialists, organisations that have a high level of readiness for change are more involved in the change endeavour, devote more energy to the change procedure, and are more persistent in the face of hurdles or failures.

Change agents, managers, HR experts, and organisational development specialists may detect potential gaps among their own aspirations for the transformation endeavour and those of other members of The Agency. Resistance is predicted if large gaps are found and no effort is made to fill them. Change is promised. The Agency's preparedness for change evaluation may be used as a reference for developing an implementation plan for organisational changes. To help assess the overall degree of acceptability of an organisational change, utilise the "Organisational Change Readiness Scale" (OCRS). For every sentence, there are two phrases following it that represent the opposing extremes of the readiness spectrum (Øygarden and Mikkelsen, 2020). Through dividing five (5) points between the two choices, the worker's perspective on a specific organisational change is examined. There are "Opportunity Forces" that aid in the transformation. "Danger Forces" are those who slow down the pace of change. "Opportunity" and "Danger" forces are always available in every scenario where change is possible.

Successful organisational transformation happens when there is an imbalance among these two factors in the favour of the change. Prior to the effective implementation of significant changes in healthcare, organisational preparation for change is deemed essential. Furthermore, some believe that a lack of preparation is responsible for 50% of all large-scale organisational transformation initiatives that fail. Many change management professionals have devised numerous techniques to 'unfreeze' current attitudes and motivate people to change, according to the three-stage model of change (Diwantiet al., 2021). Unhappiness with the status quo may be incited by exposing the disparity among existing and anticipated productivity levels, encouraging discontent with the present situation, and generating an enticing image of the future state of things.

Conditions that Promote Organisational Readiness for Change

Creating a common sense of preparation may seem challenging, and that is because it is. Accordingly, many businesses fail to establish adequate organisational preparedness and, as a result, suffer from organisational issues or complete failure when undertaking major organisational change (Weiner, 2020). Motivation theory and social cognition theory have suggested a number of variables or events that may help to increase organisational preparedness for change.

1. Change Valence: The concept of "change valence" is a simple one that attempts to provide theoretical coherence to the many and varied factors that influence readiness for change that have been studied by change management practitioners and researchers. Because they think that a change is urgently required, members of The Agency may appreciate a planned organisational change. Because of their belief that the modification is efficient and will address a pressing issue inside the company, they may find it valuable (Le et al., 2021). They may appreciate it because of the anticipated advantages that the company, patients, workers, or they themselves stand to gain from the change. It may be important to them because it aligns with their own moral compass. For example, they may esteem it because it is supported by their supervisors, public opinion leaders, or their co-workers.
2. Change Efficacy: Organisational members obtain, continue sharing, incorporate, and implement data pertaining to three questions: "do we know what it will take to implement this change effectively given the current situation we're in?" Knowing what actions are essential, what assets are required, how much time is required, and how actions must be ordered is an important aspect of being able to successfully implement a plan (Alharbi, 2018). Organizational members evaluate the fit between task needs and available resources in addition to their understanding of the demands of the job. To put it another way, they determine whether The Agency has all of the resources needed to successfully execute a change.

• Contextual Factors: Other, larger contextual elements that influence an organization's preparation for change have been examined by change management specialists and researchers. Some believe, for instance, that The Agency's preparation for change is aided by a culture that encourages creativity, risk-taking, and learning. They also emphasise the need of a healthy corporate atmosphere, as well as adaptable rules and processes. Others believe that an organization's preparation for change may be enhanced by its prior success in navigating change (Leet al., 2021). The organisations believe that the more immediate circumstances indicated above are affected by the more general, contextual variables. Based on whether or not a particular organisational change is in line with or at odds with the culture, factors like organisational culture may enhance or decrease the change valence connected with that change.

The Kaleidoscope Change Model

1. Time: Change is necessary somewhat fast. There is no sense of sincerity as the organisation is not in an exigency (Cuervo, Leopold and Baron, 2017). It is mainly focused with long term vital progress.
2. Scope: All members of The Agency will be impacted by the restructuring of the advanced and authoritative structures (Le et al., 2021). A financial division was established with specific goals, and the leadership team as a whole has been divided into two halves. In general, the shift is occurring across borders.

• Preservation: The association is protected against major changes, reducing the risk of a possible crisis (Cuervo, Leopold and Baron, 2017). For each person in the organisation, there is a unique collection of skills and innovative ideas to draw upon.

1. Diversity: Numerous meetings and divisions are made possible by the seven levels of The Agency's structure. The division of the management group is an illustration of how the shift will affect particular groups of people (Le et al., 2021). Change-supporting and change-opposing events will take place.
2. Capability: There were 250 people in the management group before it was divided. Nevertheless, it looks that there is sufficient competence to begin a new course of action (Cuervo, Leopold and Baron, 2017). The question is whether or not they are able to express change in the same way that there are feelings of mutual benefit.
3. Capacity: External connections, such as Babcock employees, systems with TRADE unions, and other firms that have gone through similar transformations (Le et al., 2021). The annual operating costs of the company have been reduced by 20%, according to the information provided. In the second year, the company has implemented execution scorecards and other performance metrics.

• Readiness: The hybrid administration group was open to change, while those who were opposed to it were more likely to be rejected (Cuervo, Leopold and Baron, 2017). The company's staff looked terrified of what the future held.
• Power: Despite a lack of freedom, the change leader is encouraging openness and allowing employees to voice their opinions (Le et al., 2021). Plans are made from the top down and goals are re-evaluated. Representatives, on the other hand, have the power to thwart fundamental change, as has already been shown in the past.

Conclusion

In this way, it is concluded that leadership, culture and readiness for change significantly play the most essential role in order to proficiently develop the organisational business. Generally, leadership potentially helps to direct the entire activity of an organisation. In this way, the effective maintenance of culture and fetching potential changes within the organisational culture are fully directed and organised by leaders. Moreover, effective and resilient workplace culture also encourage and motivate the employees in order to develop their performance. Through this, the organisations will be able to fetch effective change and innovation within their workplace.

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