Innovativeness of MBA

Innovativeness of MBA
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Executive summary
This report provides an analysis of the climate for creativity and innovation, it provides
arguments about creating an innovative platform and the organizational climate to promote the
MBA organization for creativity and innovation. It critically discusses the qualities and skills of
the creative leadership and its performance in volatile times. Finally, it analyses the open
innovation by shedding the light on the ambidexterity in a VUCA world in perspective of the
MBA organization, the corporate innovation and change for the MBA organization under the
conditions of uncertainty.
MBA requires a development of innovative and creative capabilities through direct intervention
that should take place across multiple organizational levels. It needs to attract and retain quality
leaders. It is very important to create an environment of creativity that enables the architects to
excel. The HRM at MBA should implement an evaluation process to the company leaders, the
underperforming leaders should leave the company to be replaced with new capable leaders who
can implement the new innovative strategy. The new leadership should be selected based on their
capabilities of dealing with technology. It is recommended that the leadership in MBA uses the
simulation and the e-mentoring tools to develop the leadership capacity in the organization.

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Table of Contents
Introduction....................................................................................................................................3
First: Climate for creativity and innovation...............................................................................4
1.1 Creating innovative platform.................................................................................................4
1.2 Organizational climate to promote MBA organization for creativity and innovation...........5
Second: Creative leadership.........................................................................................................7
2.1 Creativity, performance management, and leadership...........................................................7
2.2 Agility rules in volatile times.................................................................................................9
Third: Open innovation..............................................................................................................10
3.1 Ambidexterity in a VUCA world in perspective of the MBA organization........................10
3.2 Corporate innovation & entrepreneurship, and change for the MBA organization.............10
3.3 Changes and uncertainties the MBA currently facing.........................................................11
Conclusions...................................................................................................................................12
Recommendations........................................................................................................................14
References.....................................................................................................................................16

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Introduction
The organizational creativity represents the foundation of the organizational and group
innovative efforts. Researchers have traditionally focused on examining the impact of creativity
on the organizational performance and its ability to effectively implement creative processes
(Shipton et al., 2016). The team leader has a major role to play in preparing an innovative
climate and promoting the innovative culture within the organization. Effective leaders are those
who inspire their followers, create and maintain an effective communication system and get
involved in the daily work activities to leave no space for failure (Fay et al., 2015).
The incremental innovation approach takes place in the organizations' platform. It aims to stretch
the space around the innovation through the establishment of a strong platform that ensures the
flexibility of producing innovative products. According to Tidd & Pavitt (2011), the basic idea
behind the lean manufacturing originated in automobile firms like Toyota, then spreaded across
many other organizations. In addition, Julian Birkinshaw and Gary Hamel argued that innovation
management involves a number of core competencies.
The main objective of this report is to analyze the climate for creativity and innovation on the
organizational level in order to enable organizations to maintain their success through creative
leadership and open innovation. It considers the case of MBA Matchbox Architects, the
company provides innovative designs to its clients through challenging the status quo. It aligns
its products and process of construction with the clients' needs. Creativity and organizational
learning represent the main drivers of its business process during the project lifetime. MBA
suffers from several problems that threaten its success, represented in miscommunication with
the clients, leadership's inability to exchange ideas with the employees, lack of qualified
employees who can deliver high-quality products within the specified budget and time frame.

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The following section discusses the climate for creativity and innovation, it provides arguments
about creating an innovative platform and the organizational climate to promote the MBA
organization for creativity and innovation. Secondly, it analyses the qualities and skills of the
creative leadership and how it performs in volatile times. Finally, it analyzes the open innovation
by shedding the light on the ambidexterity in the VUCA world in perspective of MBA
organization, the corporate innovation and change for MBA organization under the conditions of
uncertainty.
First: Climate for creativity and innovation
1.1 Creating innovative platform
Amabile (1986), as cited in Kwan, Leung & Liou (2018), argue that creativity is not connected to
a universal judgment of novelty. Also, it depends on the stakeholder judgment according to their
pre-specified requirements. It is highly associated with the organizational culture-bound. The
Hofstede cultural dimensions should be used to evaluate the organizational ability to introduce
creative products and services. Galambos (1997), as cited in Kwan, Leung & Liou (2018), argues
that culture could have a significant impact on creativity and creativity shapes the culture as well.
Chermack (2005) and Walsh (2005), as cited in Chermack et al. (2015), assume that the scenario
planning is a useful approach to managers to set future plans. The scenario planning assumes that
the future is hard to be predicted. It requires exploration of the uncertainties and problems that
exist in the industry. The creative plans help in developing an organizational climate that
supports innovation and creativity. They encourage involvement and challenge, openness and
trust, humor and playfulness, idea-support, conflict management and risk-taking (Turner, Swart
and Maylor, 2013).

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1.2 Organizational climate to promote the MBA organization for creativity and innovation
The MBA organization has a team of architectures who is able to create exciting buildings based
on the clients' needs. Creativity is essential to MBA work, the architects are able to change
peoples' lives through their creative and innovative designs. MBA orientation towards the not-
for-profit community adds to its social responsibility through the investment of 30% of its profits
in charitable projects. The innovative climate enables the architects to fulfill the individual needs
to provide value to the design process. Cooperation between the architects is essential to be able
to fulfill the project goals. The company strives to use the latest technology in designing
buildings. MBA is capable of analyzing the construction process and managing the
environmental sustainability through its innovative designs.
The climate in MBA is accountable to the learner and the leader, it allows the learners to ask
questions, join the open discussion, read and learn and to think beyond his role. The employees
should practice the process, be open minded and benefit from the feedback and teach their peers
what they have learned. Also, MBA is accountable to the leaders, it enables them to share their
knowledge and expertise, empower the staff members, explain any ambiguous issue, provide
honest feedback, guide the subordinates and creates active and healthy communication.
Employee creativity requires skills that motivates them to be creative. Individuals and groups
have a major role to foster intrinsic motivation that results in creative performance.
Organizations usually incorporate many aspects of management practices that enable the
employees to achieve the organizational goals by creating an organizational climate that
encourages creativity and independent thinking (Hon, 2012). According to Edmonstone (2017),
managing creativity and innovation involves that there is no unique way to be followed by
organizations to be innovative, change management is a political process that should be directed