Stimulating & Nuturing Innovation & Its Role in Organisational Change

ZENITH International Journal of Business Economics & Management Research
Vol.2 Issue 4, April 2012, ISSN 2249 8826 Online available at http://zenithresearch.org.in/
STIMULATING & NUTURING INNOVATION & ITS ROLE IN ORGANISATIONAL CHANGE

DR. SATYAWAN BARODA*; CHHAVI SHARMA**; PREETI AGGARWAL***
*Reader, Department of I.M.S.A.R, M.D.University, Rohtak, Haryana, India. **Assistant Professor, Department of Business Management, Shri Ram College of Engineering & Management, Delhi, Mathura Road, Palwal-121105, Haryana, India. ***Assistant Professor, Department of Business Management, Shri Ram College of Engineering & Management, Delhi-Mathura Road (NH-2), Palwal-121105, Haryana, India.
ABSTRACT Organisational change is the process by which organisations transform from their present state to a desired future state to obtain or increase their strategic advantage in the constantly evolving business or economic environment.Through innovation, organisations are able to put to effective use of creative ideas into products, services and business processes that serve to satisfy customers or help organisations better produce them.Thus, it is important for organisations to be able to manage change and innovations to ensure business continuity, sustain competitiveness and profitable growth. This paper discuss the concept, type and architecture of innovation as well as how can manager foster the innovation in the organisation. The present paper shall bring out the general broad outline of role of innovation in the organisational change. KEYWORDS: Organisation, Innovation, Organisational Change, Knowledge. ______________________________________________________________________________ I. INTRODUCTION www.zenithresearch.org.in
Innovate or die. These harsh words provide the rallying cry of todays managers. [8] In the dynamic world of global competition, organisation must create new products and services and adopt state-of the -art technology of they are to compete successfully.[11] The standard of innovation toward which many organisations strive is that achieved by such companies as 3M, DuPont & Motorola. [14] Their innovations have helped them become familiar brand names & products used in nearly every household. [16] But these companies also know that todays innovation is short lived. For instance, management at Black & Decker learned a valuable lesson about innovation when it brought Snake Light light to market in the mid-1990s projecting first-years sales of 200,000 units, the snake light sold more than 600,000 back logging order for nearly 28 months. And the companys failure to Inject useful, usable and desirable changes in to the products led to Black & Deckers losing it market share to a competing products. [19] The way you will thrive in this environment is by innovating-innovating in technologies, innovating
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in strategies, innovating in business models. [13] Thats the message IBM CEO Sam Palmisano gave an audience of executives at an innovation-themed leadership conference held in Rome recently and how true it is! Success in business today demand innovation such is the stark reality facing todays managers. General Electric, for instance, has long been known for its Innovations. From light bulbs to electric Washing machines to 4D ultra sounds imaging, GE has been on the forefront of many industry innovations. However, the company is not resting on its past successes. It continues to be on the cutting edge in innovating products & processes. INNOVATING COMPANIES AROUND THE WORLD
ASIA-PACIFIC APPLE
EUROPE APPLE
NORTH AMERICA APPLE
GOOGLE
GOOGLE
GOOGLE
3M
NOKIA
P&G
SAMSUNG
MICROSOFT
3M
MICROSOFT
3M
TOYOTA
IBM
TOYOTA
GE www.zenithresearch.org.in
GE TOYOTA
VIRGIN BMW
STARBUCK MICROSOFT
TABLE-I Data: Boston Consultancy Group
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Source: A Global Pulse of Innovation, Business Week, April 24, 2006, p.74. II. CONCEPT OF INNOVATION
It is the process of creating & implementing a new idea. [18] When Jeff Bezos founded Amazon.Com, be invented a new way for people to purchase books-over the internet. The new ideas that lead to innovation may come from inside the company, but often they come from somewhere else. For instance, many companies copied Bezos new invention & began selling products other than books over the internet. Innovation is the process of taking a creative idea & turning it into a useful product, service or method of operation. [15] The innovative organisation is characterized by the ability to channel its creative juices in to useful outcomes. When managers talk about changing an organisation to make it more creative, they usually mean that they want to stimulate innovation. The 3M company is aptly described an innovative because it has taken novel ideas & turned them in to profitable products such as cell phone tape, scotch guard protective coatings, post- IT notes and diaper with elastic waist bands. Also innovative is the highly successful microchip manufacture Intel. It leads all chip manufacturers in miniaturization & the success of its Pentium IV chip gives the company a 75% share of the microprocessor market for IBM- Compatible PCs. With $26 billion a year in sales, Intels commitment to staying a head of the competition by introducing a stream of now & more powerful product is supported by annual expenditure exceeding $ 7 billion for its plant & equipment & nearly $4 billion for Research & development. [17] The innovative organisation is characterized by its ability to channel creativity in to useful outcomes. When managers talk about changing an organisation to make it more creative, they usually means they want to stimulate and nurture innovation. Sony 3M & Toyota is aptly described as innovative because they take novel ideas & turn them in to profitable products & work methods. Company Business Innovation Outsourced Core Networking Services, Hence, Management Could Focus On Marketing & Sales. Developed A Passenger Car Worth Slightly More Than A Lakh Of Rupees, To Be Distributed In A Kit & Assembled At Point Of Sale. Constructed A Computer- Aided Adult Literacy Program That Uses Symbols To Teach 500 Words In 10 Weeks
Bharti Tele Ventures
Cellular Operator
Tata Motors
Automobile Manufacture
TCS
Software TABLE-I
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II. (A) WHAT IS INVOLVED IN INNOVATION? India is rapidly emerging as a top global innovator for various Hi-tech products & services, though it continues to underperform relative to its innovative potential because of various infrastructural constraints. Such constraints not with standing a number of Indian researcher & Scientists have been making path-breaking innovations in diverse areas. Often using indigenous resources while some are specific to the Indian context, others have a global reach in terms of scope. In the corporate world also, a number of Indian companies have introduced innovations in their core areas of expertise, resulting in substantial improvement in their profitability. There have been a number of grass root innovations in India at the rural level, some example of them beingI. Balubhai Vasoya, from Ahmedabad in Gujarat has developed a stove that uses both kerosene & electricity it saves 70% on fuel compared with conventional stove running on LPG. II. Mansukhbhai of Gujarat created an Enfield diesel motorcycle with a difference-by removing the back wheel and replacing it with a spiked cylinder his motorcycle now doubles as tractor. III. A solar water harvester conceived by Deepak Rao of Chennai has received a grant of the Rs. 190,000 from the Techno entrepreneur Promotion Programme of the department of Science & Technology, Government of India. It uses solar energy to convert non-potable water into potable water. TECHNOLOGY INNOVATOR WHAT IT DOES
COMPACT MEDIA CENTER
Prof. Kirt Trivedi,IIT-B
Puts a comprehensive home entertainment system into a little box at a fraction of any competition manufacturer cost and that 25-ft screen. www.zenithresearch.org.in
FOOD & PROCESSING
CIFTRI, Mysore
Automate Dosa and Idli making matching ones diet to the needs based on ones genes. Lets one the serve the internettravelling at 120 km/hr.
SOFTWARE TO DIGITIZE RADIO SIGNALS
Prof. Ashok Jhunjhunwala & team, IIT-Madras TABLE-III
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Organisations able to manage planned change and innovation to achieve strategic or competitive advantage in the industry they operate in will have a higher chance of business success leading to profitable growth. Some examples of companies that have been able to successfully manage change and innovation are: DELL computer systems able to manage the change from telesales to an online system using Internet technology, and innovated on its supply chain processes. APPLE computer systems, digital music players able to manage change and innovation to continuously introduce highly innovative products and services. E-BAY online auction able to manage change and innovation to offer customers innovative online auction services. GOOGLE online search engine able to manage change and innovation to understand web-surfers or consumers information search needs better than others. AIRASIA low cost carrier able to manage change and innovation to achieve profitable growth in the local Malaysia and regional airline industry in the face of high competition and rising fuel costs. MAYBANK commercial bank able to manage change and innovation by foreseeing and offering superior Internet banking facilities to meet consumer needs. II. (B) TYPES OF INNOVATION Because new ideas can take many form, many types of innovation as possible. Three basic types of innovation are-
TYPES OF www.zenithresearch.org.in INNOVATION
TECHNICAL INNOVATION
PROCESS INNOVATION
ADMINISTRATIVE
INNOVATION
FIGURE-I
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TECHNICAL INNOVATION- The creation of new goods & services is one main type of innovation. Many technical innovations occurs through basic R & D efforts intended to satisfy demanding customers who are always seeking new, better, faster & cheaper products E.g., numerous technical innovations have spurred the shift to wireless communications system. PROCESS INNOVATION- It involves creating a way of producing, selling & distributing an existing goods or services. At Toyota, Oobeya was a process innovation that enabled the company to dramatically lower the cost of producing automobiles. In Japanese, oobeya means big open office. At Toyota, oobeya is a process for bringing together big teams of people involved in all aspects of the business to discuss how to cut costs out of the design production & sales processes. Before oobeya was introduced, each unit was given a budget. All they were expected to do was not go over their budget. With oobeya, which was used to design the new matrix, cutting costs without reducing quality because the goal. By encouraging everyone to work together to cut costs, Toyota succeeded in producing high-quality cars that cost substantially less than similar models offered by competitors. [9] ADMINISTRATIVE INNOVATION- It occurs when creation of a new organisation design better supports the creation, production & delivery of goods & services. In the 198 0s many organisations began to experiment with flexible work schedules & telecommuting. Although these ideas had been around for some time, the wide spread use of personal computers opened up new possibilities for implementing them on a large scale. Various types of innovation often go hand in hand. For instance , the rapid development of business-to-business, e-commerce represents process innovation. This new process required numerous technical innovations in computer hardware & software implementation of process innovation required organisational change. By necessity, doing something new means doing things differently. Thus innovation & organisational change go hand in hand. Occasionally, the convergence of many types of innovation can fundamentally alter the basis of competition with in an industry. Thats the kind of challenge that appeals to Ted Waitt, founder & Chairman of Gateway inc., the computer company. In his vision of the future, waitt imagines that computers will be about as exciting & profitable as telephones. The opportunities for value & wealth creation will lie beyond the box-not in the hardware of the computer but in related gadgets & the services to which the computer provides access. [26] www.zenithresearch.org.in Champion was an old line paper manufacturing company with classic characteristics solidly in place. We had a traditional management structure an adversarial relationship with unions, and information systems that reflected that type of thinking. [Now] we have changed our hierarchy, The Competent opened up our information system, developed cooperative partnering with Manager unions & established accountability with in supervisory groups. Mark Childers Senior VP of Organisational Development Champion International
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TABLE-IV

Table- V illustrates how new technology for making paper led to numerous types of change at Champion International, a paper manufacturer. [25]
Organisational Changes that followed Technical innovations in paper Manufacturing at Champion International KEY CHANGES MADE AT CHAMPION INTERNATIONAL.. New technology and restructuring on 10 of its 11 paper mills. Jobs redesigned for 7,500 of 24,000 employees. Hierarchical management structure changed to team- based structure, reducing management layers from five to two. Functional support groups (accounting, purchasing, marketing, etc.) restructured horizontally to support business processes. TABLE Shift to high-involvement management approach means employees now work with mangers and customers to improve product and service quality. Employees participate in hiring process, evaluating peers on performance, and promotion decisions. Major investments made in training to improve business knowledge, technical skills, problem-solving and team operating skills. Introduced performance-based pay and gain sharing. . AND THE RESULTS Company moved up in Fortunes list of most admired companies six years in a row. Reduced administrative costs. Mill production increased 32%. Productivity increased 47%
TABLE-V
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III.
ARCHITECTURE FOR INNOVATION
Because innovation is so importance to success in a variety of industries managers in all types of organisation are expected to help build infrastructures that encourage & support innovation & change. If an organisation basic infrastructure is in place before specific change initiatives are planned the organisation will be prepared to transform itself as needed. [3] Briefly managers shouldI. Develop a learning environment & a learning orientation among employees II. Foster workforce resilience III. Provide a support system for innovation. [1] Building an infrastructure & maintaining a state of readiness require architecture for innovation.
TABLE
ARCHITECTURE FOR INNOVATION
Learning Orientation Mangers allow employees to identify & solve important problems. Mangers openly discuss organisational successes & failure with employees. Formal & informal systems keep employees informed of customers preferences and their evaluation of the services. Small scale experiments are used to resolve emerging problems before they reach the crisis stage. Resilient workforce Hiring & promotion decisions are used to weed out people who resist change. Employees are trained in the fundamentals of organisational change & innovation. Because successful efforts are celebrated, employees have confidence in the organisation capacity for innovation & change. Support For innovation Formal & informal systems facilitate the free flow of knowledge through out the www.zenithresearch.org.in
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organisation. Reward & recognition system encourage the development of competencies needed for innovation, including technical knowledge, teamwork and communication. Key measures are monitored to assess the effectiveness of the process of innovation & the outcomes of innovation. TABLE-VI IV. INNOVATION VARIABLE In the organisation, there are three variables, which stimulate the innovation.
FIGURE-II
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Using the system mode, we can better understand how organisation become more innovates.
FIGURE-III Research in to the effect of structural variables on Innovation shows five things. [27] Organic structures positively influence innovation. The easy availability of plentiful resources provides a key building block for innovation. Frequent interunit communication helps break down barriers to innovation.[22] Innovative organisations try to minimize extreme time pressure on creative activities despite the demands of white- water-rapids-type environment. Studies have shown that when an organisation structure provided explicit support for creativity from work & non work sources, an employee creative performance was enhanced. The company also has the deep pockets needed to support its policy of allowing scientists & engineers to use a portion of their time o projects of their own choosing. [29] For Mattel, having a culture where people are encouraged to throw the bunny (is part of lingo used by a project team at toy company Mattel) is important to its continued product Innovation. [7] Innovative organisation tends to have similar cultures. [12] They encourage experimentation, reward both successes & failures & celebrate mistakes. An innovative organisation is likely to have following characteristics. Acceptance of ambiguity [28]
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Tolerance of the impractical Low external controls Tolerance of risks Tolerance of conflicts Focus on ends rather than means Open system focus Positive feedback Innovative organisation actively promote the training & development of their members so their knowledge remains current; offer their employees high jobs security to reduce the fear of getting fires for making mistakes & encourage individuals to become idea champions, actively & enthusiastically supporting new ideas, building support, overcoming resistance & ensuring that innovation are implemented. [28] Spirit & opportunity, two golf-cart-sixed exploration rovers exploring the surface of Mars, never would have been built had it not been for an idea champion by the name of Donna L.Shirley.As head of Mars exploration in the 1990s at NASAs Jet Propulsion Laboratory in Pasadena, California, Shirley had been working since the early 1980s on the idea of putting roving vehicles on mars. Despite ongoing funding & management support problems, she continued to champion the idea until it was approved in the early 1990s. The images & data being transmitted back to earth by these rovers have been invaluable to NASA scientist, none of which would have been possible without that idea champion. [24].
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KANTERS TEN RULES FOR STIFLING INNOVATION 1) Regard any new idea from below with suspicion- because its new & because its from below. 2) Insist that people who your approval to act need first go through several other levels of management to get their signatures. 3) Ask department or individual to challenge and criticize each others proposals. 4) Express your criticism freely, & with hold your praise. 5) Treat identification of problems as signs of failure to discourage people from letting you know when something in their area is nt working. 6) Control everything carefully. Make sure people count anything that can be counted, frequently 7) Make decision to reorganise or change policies in secret & spring them on people unexpectedly. 8) Make sure that requests for information are fully justified & make sure that it is not given out to managers freely. 9) Assign to lower level mangers, in the name of delegation & participation, responsibility for figuring out how to cut back, layoff, move people around, or otherwise implement threatening decisions you have made. 10) And above all, never forget that you, the higher-ups, already know everything important about this business. TABLE-VII Source: Rosabeth Moss Kanter, The Change Masters (New York: Simon & Schuster, 1983), p101. V. HOW CAN A MANAGER FOSTER INNOVATION Three set of variables have been found to stimulate innovation. They pertains to the organisation structure, culture & HR practices. www.zenithresearch.org.in
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FIGURE-IV A. HOW DO STRUCTURAL VARIABLES AFFECT INNOVATION On the basis of extensive research, we can make three statements regarding the effects of structural variables on innovation. [23] Organic structure positively influences innovation. Easy availability of plentiful resources is a key building block of resources. Frequent interunit communication helps to break down possible barriers to innovation by facilitating interaction across departmental lines. B. HOW DOES AN ORGANISATION CULTURE AFFECT INNOVATION Innovative organisation tends to have similar cultures. [6] They encourage experimentation. They reward both successes & failure. They celebrate mistakes. [10] Example at General Motors Apex unit, employees are encouraged to experiment & rewarded for experimenting with new products in the market place. [4]. C. WHAT HR VARIABLES AFFECT INNOVATION With in the HR category, we find that innovative organisation activity promote the training & development of their members so that their knowledge remains current. They offer their employees high Job security to reduce the fear of getting fired for individuals to become champion of change. [2] Once a new idea is developed, champions of change actively & enthusiastically promote the idea, build support overcome resistance & ensure that innovation is implemented. www.zenithresearch.org.in
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Proctor & Gambles Crest spin brush was developed at the P&G Beijing Technology Center. Innovation at P&G begins with the commitment of top management with CEO Alan Lafley stating that Innovation is our lifeblood. P&G foster innovation by employing more than 7,500 scientist at 22 research centers in 12 countries & investing 4% of sales in R&D.P&G reward employees for their contribution through financial compensation, promotions & the freedom to influence project selelction.Training programs teach employees how to manage the innovation process, and a worldwide electronic communication system allow them to share knowledge. TABLE-VIII Source: Mark Leong/Redux VI. ROLE OF INNOVATION IN ORGANISATIONAL CHANGE Change & innovation are becoming a way of life for most people. New terms continue to emerge as new products are introduced or improved-always with the anticipation that there will be newer, faster & better innovation on the market any day. Change programs are necessary today precisely because of the shift in time & relationship that have seen throughout the organisational world. Innovation is the process of creating & implementing, a new idea. Organisational change refers to any transformation in the design or functioning of an organisation. Generally, innovations require organisational change. Innovation & change are important to both new& established organisation, owing to the dynamic nature of the external environment of most organisations. A dynamic, changing environment makes innovation & change as important. If not more important-for established organisation as they are for new organisation. Successful organisation cant rest on their prior successes. If they become complacent, competitors are sure to WOO customers away. Organisational decline and even extinction may follow. When a company fails to innovate & change as needed; customers, employees and even the larger community can all suffer. Eastman Kodak, headquartered in Rochester, New York was the biggest employer in the region & the country best known name in photography. But when its main competitor, Tokyo based Fuji, reduced the price of colour film by as much as 30% Kodaks profits plummented.To cut costs, Kodak announced that it would reduce its workforce by more than 10,000 people worldwide. Woried about job security, some of the 34,000 local employees cut back on their lunches at local restaurants & when they did go to lunch they brought fewer smiles with them. George Fisher, who was CEO at the time, Acknowledged the pain: The anxiety that we create when we do things like were doing is immense, & you cannt help but generate some degree of ill will. [5] Eventually Fisher himself became a victim of Kodaks lack of innovation & appropriate change efforts when he was asked to step down to make room for a new CEO.
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FIGURE-V Sources: Adapted by permission from organisation development & change, 3rd Edition by Edgar F.Huse and Thomas G.Cummings, p.73. VII. THE THREE CHANGE APPROACHES
FIGURE-VI
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Whether they are newly established or mature, organisation of all types maintain their vitality by innovating, changing & learning from their experiences. Although change often involves a bit of chaos, organisations can usually reduce its amount and impact by carefully planning for major change. The key planning activities are Assessing the environment Determining whether a performance gap exists and if so, its nature & magnitude Diagnosing organisational problem Articulating & implementing an action plan for the change. Developing & implementing an action plan for the change. Anticipating & making plans to reduce resistance Developing a way to monitor change after the main initiatives have been implemented. Organisational change is not necessary only when strategies change or crises occur, its an ongoing daily challenge facing managers in US & around the globe. In the global study of organisational changes in over 2,000 organisation in Europe, Japan, the US & UK, 82% of the respondents had implemented information systems changes,74% had created horizontal sharing of services & information, 65% had implemented flexible human resource practices,& 62% had decentralized operational decisions. [20] CHARACTERISITICS OF CHANGE CAPABLE ORGANISATION Link the present & the future. Make learning a way of life. Actively support & encourage day to day improvements & changes. Ensure diverse teams Shelter break through Integrate technology Build & deepen trust [21] The change often involves new ideas of some sort. The new idea may be the creation of new product or process or it can be an idea about how to change completely the way business is done. But new ideas are not the only reason for creating organisational change. For example- A CEO may decide that the organisational culture needs to change in order to fit its global strategy, but the new culture that is created in the company does not depend on a truly new invention. www.zenithresearch.org.in
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Successful organisation understands that both innovation & change are required to satisfy their most important stakeholders. VIII. CONCLUSION Innovation is a highly complex social process which requires the effective interaction of a large number of individuals and sub-units within the innovating organization. There is thus a need to provide directive leadership through professional managers. Besides, innovation by definition deals with uncertain problems. Those successful organizations have the capacity to absorb innovation into the organizational change and management processes and that organizational change lies at the heart of organizational innovation. Organizational change affects the extent to which creative solutions are encouraged, supported and implemented. An organizational change supportive of creativity encourages innovative ways of representing problems and finding solutions. Unlike operations where the activities are formalized and pre-specified, innovation is a non-routine activity where there is a fair amount of uncertainty around the tasks to be performed. It is concluded that organizational change would not only facilitate the innovation process and thereby building the innovative competency within the organization. IX. REFRENCES [1] A.C .Edmondson. The local & variegated nature of learning in organisation: A group level perspective; Organisational science, 13, 2002, pp.128-146; [2] A. Genus and M.kaplani, Managing operations with people & Technology, International journal of Technology & Management (January/March 2002), p.89 [3] A.hargadon & R.I Sutton .Building an innovation factory, Harvard Business Review, MayJune 2000, pp 157-166. [4] A.Mudio, Gm has a New Model for change, Fast Company (December 2000, pp.62-64. [5] Associated press. Kodaks home town feels little security, Dallas Morning News, Nov.13, 1997, p.40 [6] Creating the Innovation Culture: Leveraging Visionaries, Dissenters & other useful Trouble makers in your Organisation Indian Business Journal (February 4, 2002), p.63. [7] C.Salter, Mattel learns to Throw the Bunny Fast Company, November 2002, p.22. [8] C. Vogel & J.Cagan, Creating break through Products: Innovation from Product Planning to Program approval (Upper saddle River, NJ: Prentice Hall, 2002) [9] F.Warner. In a word, Toyota drivers for innovation fast company, August 2002, pp.36-38. [10] G. Hamel, Innovations New math, Fortune (July 9, 2001), p.131 [11] J. Benditt, Lessons from Innovation, Technology Review (July/August 2002), pp.9
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[12] J.E Perry-Smith, social yet creative. The role of Social Relationships in facilitating Individual creativity Academy of Management Journal, Feb 2006, pp.85-101. [13] J.Mcgregor, The Worlds most innovative Companies, Business Week, April, 2006, p.64. [14] K.H.Hammonds, How to design the perfect product: Sta rt with Craig Vogel and Jonathan Cagan, Fast Company (July 2002), pp.122-127. [15] Learning from Leading Innovators, The Futurist (May 2002), p.62 [16] Logitech: The house that Mice Built, Business Week (June 17, 2002), p.74. [17] L.P. Livinstone, L.E.Palicyh, and G.R.Carini.Promotion Creativity through the Logic of Contradiction Journal of Organisational Behaviour (May 2002), pp.321-27; and Intel company information available online at http://www.intel.com(July 4, 2002) [18] L. V. Shavinina. The International Handbook of Innovation oxford, UK: Elsevier Science. [19] M. Moore, The Ten Faces of Innovation: IDEOs Strategies for Beating the Devils Advocate and Driving Creativity throughout Your Organisation (Book Review), Human Resource Planning (Sep 2006), pp.39-40 [20] P. A McLagan, Change Leadership Today,T & D, November 2002, pp.27-31. [21] P. A McLagan, The Change Capable Organisation, T & D, January 2003, pp.50-59. [22] P. R. Monge, M.D.Cozzens & N.S. Contractor, Communication & Motivational Predictors of the Dynamics of organisational Innovations, Organisation Science, May 1992, pp.250-274. [23] R.T Frambac and N.Schillewaert, Organisational Innovation Adoption: A Multi -level Framework of Determinants & opportunities for future Research, Journal of Business Research (Feb 2002, pp.63-67) [24] Spirit struggles to Survive the Martian Winter, NASA website, marsovers.jpl.nasa.gov, April 4, 2006. [25] S. E. Jackson & R.S Schuler, Managing Human Resources through Mason, OH: South-Western, 2003. strategic Partnership. www.zenithresearch.org.in
[26] S. V. Brull. gateways big gamble. Business Week, E. Biz, June 5, 2000,pp-EB 26-36. [27] T.M Egan, Factors influencing Individual Creativity in the Work Place: An Examination of Quantitative empirical Research, Advances in Developing Human Resources; May 2005, pp.160-181 [28] www.prehall.com/rolls [29] www.3m.com ; J. Mc Gregor, The Worlds most Innovative Companies, M. Loeb, Ten Commandments for Managing Creative people with an Environment, That Fosters innovative Thinking, You can stumble on to a lot of lucky Accidents.
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ZENITH International Journal of Business Economics & Management Research