Organisation Change and Innovation

Organisation Change and Innovation




Organisation Change and Innovation

Organizations in the current world need to undergo continuous adaptations so they can remain relevant in their respective fields. Organizations need to change due to compelling pressures from the internal or external environment. The external or internal environment may include social, economic or political factors. However, it is important to acknowledge the implications that come with this change. For example, changing the structure or a process in an organization can disrupt its core competencies or create strong resistance. It is therefore imperative that an organization learn to implement innovative change (Andriopoulos and Dawson, 2009, p. 37). Change innovation ensures that negative implications are kept in check and that the change is design to suite the best interests of the organization.

The event revealed that the current business environment requires innovation to ensure survival. As such, innovation is supposed to accommodate technology and market dynamics that evolves constantly to ensure that inertia or stasis are bound to become obsolete (Clark, 2005 p. 49). Innovation applies in numerous disciplines such as political science, engineering, sociology, and economics among other fields. In an organizational perspective however, innovation embodies, combines, and synthesizes relevant products or services. All innovation starts from creative ideas. In this regard, creativity from teams and individuals is the foundation for innovation.

Our course teaches that innovation in an organization comes through experience and knowledge. Both are applied to generate new goods, services, and insights of gaining competitive advantage (Deiser 2009, p. 84). It also facilitates the development of new processes, systems, and methods of conducting business. Innovation manifests itself through organizational structures such as virtual teams, modular offices, flattened hierarchies, and matrices. Innovation in an organization calls for cultural orientation centered on anticipating trends, developing and analyzing ideas. It is also connected to drawing up solutions and management inclined on promoting, sustaining and executing initiatives (Palmer, Dunford, & Akin 2009, p. 102). For change to be effective, managers need to execute a plan inclined on adapting to situations as they come. This is where efforts of change become important particularly aiming at enhance organizational effectiveness.

The event was designed to survey the various facets of organizational change and innovation. It focused on how people work together to effect change instead of focusing on macroeconomic or technological aspects. The events included contributions from research conducted in various disciplines such as human resource development, change management, coaching, leadership, and decision-making (Smale, 2008 p. 74). The event revealed that the ideas of labor division, high-risk strategy, and organic structure relate to organizational innovation. The idea of labor division can be linked to my course. As such, labor division is intricate as it taps the problem-solving and creativity resources of an organization.

Making changes and innovation does not mark the end of the process. The management needs to conduct evaluations and devote resources to ensure the continuity and sustainability of the change efforts. In conclusion, organizations need to understand that change unavoidable. Such change is sparked by various factors such as the organizations social or political environment. Changes that come from these factors normally interrupt the normal processes and core competencies of an organization (Mcloughlin, Harris 2007, p. 34). It is therefore imperative that managers implement innovation designed to accommodate changing technology and market dynamics to ensure continuity of the organization. Ultimately, the event reveals a number of similarities with what I study in my course regarding change and innovation in an organization.



Andriopoulos, C & Dawson, P, 2009, Managing organizational change, creativity and innovation, Los Angeles, SAGE.

Branscomb, L, M & Keller, J, 2008, Investing in innovation creating a research and innovation policy that works, Cambridge, Mass, MIT Press.

Clark, J, 2005, Managing innovation and change: people, technology and strategy, London, Sage Publications.

Deiser, R, 2009, Designing the smart organization: how breakthrough corporate learning initiatives drive strategic change and innovation, San Francisco, CA, Jossey-Bass.

Mcloughlin, I & Harris, M, 2007, Innovation, organizational change and technology, London, International Thomson Business Press.

Osborne, S, P & Brown, K, 2005, Managing change and innovation in public service organizations, London, Routledge.

Palmer, I, Dunford, R & Akin, G, 2009, Managing organizational change: a multiple perspectives approach, Boston, McGraw-Hill Irwin.

Poole, M, S, 2009, Organizational change and innovation processes: theory and methods for research, New York, Oxford University Press.

Smale, G, G 2008, Managing change through innovation, London, Stationery Office.

Tidd, J, Bessant, R & Pavitt, K, 2007, Managing innovation: integrating technological, market, and organizational change, Chichester, West Sussex, England, Wiley.





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