The paper "Mobilizing Creativity and Innovation " is a wonderful example of a Management Case Study. In the current competitive business environment, experts argue that many managers now understand the need for organizations to change in order to sustain change and gain competitive change. Basadur & Gelade (2006, p. 46) believes that for a manager to re‐engineer an organization effectively, he or she ought to rely on breaking paradigms as opposed to employing usual knowledge. This is true according to the statement that doing the same thing over time will always lead to similar results.
Moultrie & Young (2009, p. 301) contend that to break away from the chains of doing the same things, managers must create a culture of creativity and innovation within the organization. In fact, creativity and innovation are the daily drivers of realizing competitive and strategic advantages in the present and in the future. Therefore, drawing on the contribution of the influential people on creativity and innovation climate within the organization, this paper explains why intrinsic motivation is critical in sustaining creativity and innovation in CoInnovate Co.
Also, some of the aspects that will be discussed include the role of leadership in innovation, entrepreneurship and innovation, organizational culture and psychological climate, role of HRM and HRD policies and practices in innovation. Overview of the company in focus CoInnovate Co is a group of companies with several companies under it including banking, insurance, mutual funds, leisure resorts, and construction. Today, the company is estimated to have the value of an asset of more than £ 10bn. The company has grown over the years and between 2008 and 2009, it created up to 400 new products which greatly increased its revenue.
The company has created the two positions for the director of innovation processes with 20 middle-level managers who support innovation all over the organization. CoInnovate Co went ahead to create an effective internal communication channel that would be used to update the organization members on innovation and progress. Within a period of three years, the company had made a lot of progress with regards to return on innovation (ROI). Creativity and innovation in business Amabile & Kramer (2011) describes creativity as the people’ s capability to transform their perception into realism.
By changing perception, they can then make new hypotheses, ideas, approaches and other approaches in life. On the other hand, innovation implies taking a current idea like the new product, business model and service concept and changing it to reality (Amabile & Kramer 2011). Similarly, in business, business managers must change the view of how they conduct day-to-day business. Hirst (2009, p. 284) contends that companies capable of creativity, innovation, and differentiation of their products or services from rivals are on averagely twice as advantageous as other companies.
In addition, employees’ engagement in new ideas promotes loyalty to a business and high levels of interest in the effective accomplishment of ideas (Miron-Spektor, Gino& Argote 2011, p. 231). Creativity, so business thinkers state, is a company’ s key valuable asset. That is why there are mantras that say: “ ideas are the future, therefore innovate or be faced off” passing the message is simple enough however for many companies building and harnessing creative concepts is easier said than carried out (Hotho & Champion 2011, p. 35). However, companies like CoInnovate Co have implemented based on this notion and are still afraid that their innovation process might not just last.
The management feels that innovation that comes from internal motivation is much better than that which is prompted by external forces like competition in the market. In recent times, Intrinsic Motivation at its contribution to sustainable creativity has gained a lot of attention amongst laypersons. The situation is prompted by bestselling book Drive by Daniel Pink published in 2010, which interestingly describes the positive impacts of intrinsic motivation on numerous factors of performance as well as creativity (Pink 2009).
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