THE INNOVATION MANAGEMENT

Running head: INNOVATION MANAGEMENT
INNOVATION MANAGEMENT
Name of the Student
Name of the University
Author Note

2INNOVATION MANAGEMENT
Table of Contents
Introduction................................................................................................................................2
Discussion..................................................................................................................................2
Corporate Social Responsibility:............................................................................................2
Defining the Corporate Social Responsibility challenge:......................................................3
Sources of ideas affect growth of creative solution and innovation:.....................................4
Strategic innovation model:...................................................................................................8
Innovation Action Plan:.....................................................................................................9
Leadership Strategy............................................................................................................9
Innovation Implementation..............................................................................................10
Conclusion................................................................................................................................12
References................................................................................................................................13

3INNOVATION MANAGEMENT
Introduction
A wide range of techniques and tools that helps managers, users and workers for
accommodating with a mutual understanding regarding goals and processes is known as
innovation management. The functionality of innovation management enables an
organization to address the external and internal opportunities and directing the approach of
innovation towards newer product or service ideas and processes (Goffin and Mitchell 2016).
Innovation management ensures the sustainability of business functions in a competitive
business environment due to the efforts directed towards the future goals and implementation
of creative ideas in a response for business challenges. The purpose of the paper is to offer a
strategic innovation response for addressing the gap or challenge in regards with Corporate
Social Responsibility challenge experienced by a company. The chosen company for this
paper is Volkswagen. The paper will design the innovation plan for the corporate social
responsibility issues with evidences based on the automotive manufacturing company,
Volkswagen. The paper will propose a leading edge strategic innovation resolution by
accompanying with innovation action plan. The proposed innovation plan for the issue
identified will be addressed by the support of leadership and cultural aspects of the
organization. The paper will be concluded by presenting the summary of Corporate Social
Responsibility solution for the selected company and industry.
Discussion
Corporate Social Responsibility:
The activities and actions of organizations in assessing and adopting responsibilities
for the purpose of influencing the social well-being and/or environment in the environment of
which a firm is a part of, is known as Corporate Social Responsibility (CSR). The main goals
of CSR are to build or improve a brand by attracting quality talent and to enable the short-

4INNOVATION MANAGEMENT
term and long-term operational and financial success, and these goals can be attained by
establishing a socially and environmentally responsible business operational system (Crane,
Matten and Spence 2019). Corporate Social Responsibility is crucial for maintaining an
effective reputation in the market amongst the target audience and competitors of an industry.
Defining the Corporate Social Responsibility challenge:
The significance of CSR (Corporate Social Responsibility) involves maintaining an
industry reputation, creating recognition, cost savings, competitive advantages, customer
engagement and employee engagement. The significance of maintaining reputation may
involve the potentiality of unethical or distributed focus approach of ensuring the
communicated or promised responsibilities for the community, society or environment
(Crane and Glozer 2016). The challenge or issue of diverting from the alignment of fulfilling
responsibilities and generating profit will be discussed in this paper. The issue of diverted
focus or misrepresentation of CSR functionalities in an organization requires responsive and
immediate action.
The case of Volkswagen demonstrates the failure in regards with CSR or Corporate
Social Responsibility (Siano et al. 2017). One of the leaders of the automotive industry,
Volkswagen was found to construct a way to avoid the emission control responsibility. The
design was aimed to offer a competitive advantage for the company amongst the competitors
based on the aspects of ‘apparently environmentally friendly cars’, when in reality, the
company was harming the planet by harmful emission. This scandal or issue not only
demonstrate the deviation from CSR but also affects the theory of Business Social
Responsibility (BSR). BSR can be defined as the involvement of ethical responsibilities in a
business along with the expectations of corporate social responsibilities. The case of
Volkswagen deviates from both CSR and BSR by primarily hindering the trust and ethical
principles due to misrepresentation of information and secondly harming the environment