Ft Wayne, IN

April 27, 2018

In a rapidly evolving global, competitive, environment, the pace of introducing innovative products and services must be faster than the external changes.  Innovation requires passion, perseverance, knowledge, and willingness to take a risk.  Revenues in successful companies depend heavily on products and services launched within the last five years.  Successful organizations constantly focus on improving, generating, and delivering value to the customers.  Innovations can be breakthrough or incremental.  Incremental  innovation changes a current product or service.  The organization or the market demands drive an incremental pull scenario, while a persevering incremental push scenario make innovations possible through a drive and intrinsic motivation of employees.  Breakthrough innovations will be possible when there is both a push and a pull dynamic, as there are no organizational  obstacles hindering the individual creativity to flow freely.  The organizational structure and its leaders are building a mutual trust that removes the barriers to innovation.  Organizations that have a low receptiveness to innovations in combination with a work force that has a low perseverance risk disappearing from the market place.  Combining individual perseverance with an organizational receptiveness generates a proposed model of innovation applicable for global organizations as well as local organizations.  The persistence, determination, and perseverance of the individual are critical factors for innovation.  Organizational structure, culture, and leadership can be a barrier preventing organizational learning.  Linking culture, leadership, and structure generates an organization more receptive for innovations and new ideas.

Lima, Peru

August 8-10, 2018

Economic and cultural changes force an organizational adaptation to a new reality.  In a global, competitive, environment, innovations are essential for long-term survival of an organization.  Organizations exhibiting low receptiveness to innovations combined with a low perseverance work force risk disappearing from the market place.  Leaders openness and attitudes are critical elements to motivate and connect individuals through the organization.  Leaders need to champion and channel ideas from the workforce.  Leaders have the responsibility to develop the workforce and the organizational culture towards excellence. 

Nashville, TN

November 1-3, 2018

Dampening effects on followers’ willingness to innovate within multinational enterprises (MNE) are explored.  Power distance may impact the organizational receptiveness of innovations from the workforce.  Power distribution and challenges to power relations have been neglected in literature.  Organizations rely on innovators to drive the organizational sustainability and growth.  Seventy-five percent revenues originate from products and services introduced the last five years, and up to 80 percent of organizational growth originate from innovative ideas.  Organizations that do not innovate may be troubled, as organization should constantly focus on improving, generating, and delivering value to the customers.  Organizational culture of an MNE may only allow incremental innovations.  Breakthrough innovations and ideas are suppressed due to dampening effects.  Through conversations with individuals working within MNEs, some themes of dampening effects emerges.  Time, structure, and communication are areas requiring further exploration.  Organizational receptiveness and individual perseverance are two emerging factors as relevant for innovation to flourish.  A preliminary conclusion leads towards MNE’s not being set up for breakthrough innovations.  Further studies of organizational obstacles need to be conducted

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