Essays on Analysis on Critical Thinking and Innovation within Organizations Coursework

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The paper "Analysis on Critical Thinking and Innovation within Organizations" is an outstanding example of business coursework.   Innovation is the ability to determine and create new services and products as well as delivering them to the market (Anderson, 2011). Innovation is of paramount to organizations since it enables competitive advantage. It is also a central source of value creation to organizations. According to past studies, the senior executives of organization cited a number of functions that are behind a company’ s performance success (Dasgupta, Gupta and Sahay, 2011). These functions include strategic planning, purchasing, sales, customer support, finance as well as operations (Galasso, and Simcoe, 2011).

Furthermore, innovation is fundamentally a high cross-functional action which when it succeeds develops a productive tension among the competing goals of product value, time to market, development cost, as well as the quality of the product and services. A company’ s performance success is determined by how well these functions are integrated towards developing products and services. Critical thinking, on the other hand, is the ability to think rationally and clearly. It entails the ability to be involved in an independent as well as reflective thinking (Anderson, 2011).

The aim of this is to be able to solve effectively, to comprehend logical connections between ideas, detect mistakes in reasoning, examine assumptions, accomplish actions as well as identify the relevance of ideas (Dasgupta, Gupta and Sahay, 2011). In addition, critical thinking can also refer to the political and social practice of an involving democracy, the willingness to visualize or be open to considering alternative options, the enthusiasm to integrate the revised options to our thinking and acting as well as the willingness to enhance criticality in others (Hamby, 2007).

This paper seeks to analyze critical thinking and innovation within organizations, how they have evolved for the last thirty years, and discussing how and why the process of encouraging and nurturing innovation may develop in the coming years/decades. Over the last 30 years, the main demands and concerns of managers have always compelled research into organizational innovation (Dasgupta, Gupta and Sahay, 2011). Consequently, fundamental normative theories have been developed giving strategies for improving the innovations of firms. However, despite extensive research and the extent of experimental research, a consistent body of theory still remains indefinable (Galasso and Simcoe, 2011).

Many representations of innovation at the organizations have attempted to advance the research consistency but still, the innovation remains a puzzle and does not give a clear picture. During this period, organizations experienced operational challenges (Dasgupta, Gupta and Sahay, 2011). The traditional supremacy of the Western industries faces the challenge of value-added imports and high quality (Anderson, 2011). Early innovations penetrated to society quite slowly. Full acceptance and penetration of innovation began in the nineteenth century.

Initially, these organizations were dominant to respond but however, innovation spread from individual to group and later to organizations empowering them to respond. Evidently most organizations spent most of the 1990’ s reengineering and outsourcing for productivity, rationalizing their core business as well as layering to improve performance. This saw a competitive advantage that resulted in customer responsiveness, quality, speed as well as efficiency to these organizations. Consequently, these led to the challenge of the need to venture into new activities often to continuously enjoy solid success in many organizations.

Hence the sphere of the organization has grown to incorporate innovation capability. In the contemporary day, innovation has been acquired by organizations and it represents a competitive advantage which is supported by efficiency, speed and quality (Galasso and Simcoe, 2011). Moreover, most firms today use systems of innovation to improve their products and add value to their customers. Further, the innovation new stream leverages are applied in many organizations today to manage various units and in return, they have been able to balance the tensions arising as a result of stability as well as change (Anderson, 2011).

References

Anderson, J. B. 2011. Nokia’s Rise and (Relative) fall. What Lessons for European Innovation Policy? Retrieved on August 31, 2011, http://www.innovationmanagement.se/2011/03/02/nokias-rise-and-relative-fall-what-lessons-for-european-innovation-policy/

Dasgupta, M., Gupta, R., K., and Sahay, A. 2011. Linking Technological Innovation. Technology Strategy and Organizational Factors, vol. 11, pp. 793-816

Faunce T, Bai J., and Nguyen D. 2010. Impact of the Australia-US Free Trade Agreement on Australian medicines regulation and prices. Journal of Generic Medicines vol. 7, no. 1, pp. 18-29

Galasso, A. and Simcoe, T.S. 2011. CEO Overconfidence and Innovation, vol. 57, pp. 1469 - 1484

Hamby, B.W. 2007. The Philosophy of Anything: Critical Thinking in Context. Dubuque Iowa: Kendall Hunt Publishing Company.

Heyne, P., Boettke, P. J., and Prychitko, D. L. 2010. The Economic Way of Thinking, 12th Ed. New York: Prentice Hall, pp. 317-318.

Natale S., and Frederick, R. 2006. Critical thinking in organizations. Team Performance Management, vol. 14, no. 7/8, pp. 272 - 277

Natale S., and Frederick, R., 2006, Mediating Role of Creative Identity in the Influence of Transformational Leadership on Creativity: Is There a Multilevel Effect? Journal of Leadership and Organizational Studies, vol. 18, pp. 25 - 39.

Zhou, J., Shung, J. Shin, and Albert A., Cannella, Jr,2008, Employee Self-Perceived Creativity After Mergers and Acquisitions: Interactive Effects of Threat—Opportunity Perception. Access to Resources, and Support for Creativity, vol. 44, pp. 397 – 421

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