Impact of Innovation on Bank Employees in UAE

The provided content discusses the role of creativity and innovation in entrepreneurship, organizational change, and employee empowerment. It highlights the importance of a business model canvas for organizational innovation, as well as the benefits of cross-functional team collaboration and creative deviance. The content also touches on the influence of hierarchy on idea generation and selection, as well as the role of HRM in innovation. Additionally, it explores the impact of operations and innovation strategy fit on company performance.

Running Head: Project Dissertation
Study on creative deviance without compromising respect for authority in organization of Oman-
Literature Review

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Literature Review
Table of Contents
Literature Review.......................................................................................................................3
Introduction............................................................................................................................3
Literature review........................................................................................................................3
Creative deviance...............................................................................................................3
Role of supervisors’ creativity...........................................................................................4
Leadership and creative deviance......................................................................................6
Creativity deviance embracing innovation.........................................................................8
Role of hierarchical and organizational structure in creativity deviance and innovation. .9
Role of employees in innovation and creativity...............................................................15
Summary..............................................................................................................................18
Conclusion............................................................................................................................20
References................................................................................................................................21

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Literature Review
Literature Review
Introduction
The literature review section entails the analysis of several relevant and useful resources on
the analysis of the creative deviance without compromising respect for authority in
organisation of Oman. The literature review section has provided ample opportunities to
develop a concrete understanding of the subject matter of the study. The findings of the
literature review section will enrich the findings of the entire research process. The current
literature resources have been utilised so as to explore the reactions to various punishments to
creative deviance and to analyse the over-reactions of middle management towards the
employees in the case of creative deviance tolerance. Various case studies have been gathered
and explored in the literature review section. The corporate environment should be highly
responsive towards creative designs tolerance so as to position them to be effective with
respect to corporate structures. Technology-Based business organisations face issue mode
performance.
Literature review
Creative deviance
According to Lin, et al. (2016), it has been observed that in many business organisations,
business leaders react differently to creative deviance. It is very important to analyse the
differential impacts of leaders’ responses on creative performance and subsequent creative
deviance. It has been observed that the business leaders very often reject new ideas of the
employees and it has also been noticed that some employees do not pay attention to the
instructions provided to them by the leaders so as to retain the rejected ideas alive. These

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situations of creative deviance get examined and investigated in relation to employees’
personal characteristics and the structural properties of the work. The role of the leaders in
creative deviance is also another important aspect which needs to be taken well care of. It is
also very important to review the leadership literature, creativity, and deviance. They are
major 5 responses of the leaders which have been observed to have made to creative divisions
of the employees. Such responses include rewarding, forgiving, ignoring, punishing, and
manipulating responses. These responses have differential impacts on the consequences. An
analysis has been conducted with 226 employee-leader dyads. For the purpose of the
investigation, two China-based advertising organisations who have portrayed their creative
deviance have been investigated. From the findings of the analysis, it has been observed that
these two Chinese organisations are responsive towards supportive supervision and creative
deviance so as to encourage rewarding, forgiving, ignoring and punishing responses. The
influence of punishing and forgiving responses is significant to creative deviance. On the
other hand, the influence of rewarding, manipulating, and punishing responses has an impact
on creative performance. The responses of the leaders to creative deviance indicate
collaborative impacts on supportive supervision and creative deviance. The responses of the
leaders and highly influential on both creative performance and creative deviance are
influential (Lin, et al., 2016).
Role of supervisors’ creativity
In the view of Koseoglu, et al. (2017), it has always been argued that the creativity level of
the supervisors is one of the core components of effective leadership. The creativity level of
the supervisors is highly associated with creativity and self-concept of the subordinates. It is
very important to understand and explore the relationship between the creativity of the
subordinates and the supervisors. In modern business organisations, importance is given on
creative ideas and opinions and the subordinates could face both challenges and rewarding

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situations while working with creative leaders (Lin, et al., 2016). In research, which has been
conducted on 443 employees and 44 supervisors working in Information Technology-based
organisation the creative role identity of the subordinates has been analysed applying role
identity theory. It has been observed that the relationship between the creativity of the
supervisors and the subordinates is highly influenced by the creative role of the subordinates
(Liedtka, 2011). The relationship between the creativity of the subordinates and their
superiors is highly indirect in nature but it is positive. Creative role identity of the
subordinates gets influenced by the creative role identity of the supervisors (Koseoglu, et al.,
2017). The relationship between the creativity of the superiors and the subordinates generally
becomes stronger when an employee becomes able to perceive organisational support to a
high extent. The organisational support with respect to creativity is highly important in
enabling an employee to become more creative. The supervisors’ creativity and role identity
also play a significant role in this case (Koseoglu, et al., 2017).
According to Cheong, et al. (2016), there are two faces of leadership empowerment such as
burdening and enabling aspects. In general, work is primarily focused on the positive,
expected and desirable outcomes of leadership empowerment. It has been observed in most of
the cases, that leadership empowerment is highly associated with positive and desirable
results. The role theory perspectives and cost of autonomy has been applied to understand the
two faces of leadership empowerment. It is observed that the leadership empowerment
increases performance and self-efficacy of the followers which is an aspect going beyond an
enabling process. It has also been observed that empowering leadership also has a burning
aspect (Hobcraft, 2012). The empowering leadership behaviours could also induce job
tensions in the subordinates or followers which could impact the enabling aspect of
empowering leadership. The advantages and positive side of empowering leadership and its
impacts on the role performance of the work of the followers gets adversely impacted by the

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burdening process. These are some of the contrasting notions. Upon investigation, the
researchers have come across the idea that empowering leadership has two faces and it deals
with both burning and enabling process (Cheong, et al., 2017).
Leadership and creative deviance
In the opinion of Mumford, et al. (2015), it is very important for business organisational
leaders to confirm creative deviance. It is always prudent for any business organisations to
harness creativity and innovative ideas from the employees. It has been observed in many
cases, that the managerial decisions become more effective and suitable with the
incorporation of several creative ideas and information of the employees (Hemmer, 2016).
The diverse work culture which is very commonly found in modern global organisations
contributes and enriches the decision outcomes with the help of their creative and innovative
ideas, beliefs, information, and skills. It would be desirable for any business organisation to
retain the creative people so that they contribute to the growth and prosperity of the business
by their creativity and innovation capabilities. It also develops the human resources in an
effective way. The diverse workforce with their creative ideas could bring in several
revolutionising outcomes (Hassain, 2013). Two of the leading organisations such as Procter
& Gamble and Imagine have already been able to enhance their customer focus and quality of
the deliverables with the help of creative deviance. Organisations like Google have always
been responsive towards empowering their corporate executives to desperately trigger the
creative ideas by encouraging creative deviance. Advertising agencies also support the
deviants of the managers which is the result of rewards, punishment, and tolerance. These
responses of the business leaders have ultimately contributed to the ultimate growth of the
organisations. Another leading organisation, LED has also admitted that it is desirable for any
business organisation to celebrate creativity by organising the same in a true manner.
Business leaders and managers embrace creative deviance. By tolerating the creative ideas of

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the employees and utilising them in the strategies towards customer orientation and safety, an
organization could depict the desirable action of the management (Mumford, et al., 2015).
Moreover, the organisations can enhance the entire organisational culture with the support of
the managers and business leaders who are effectively supportive and responsive to
innovation. It is very important for the business organisations of modern time, to understand
the importance of an organisational culture which is highly rewarding and does not encourage
fear of getting failed with any new decision. The changes are inevitable in the business
environment (Prosci, 2017). Risk taking is one of the important steps of innovation. The
organisational efforts could be increased by enhancing piloting cost-benefit analysis and
testing the possibilities during the technical failures. The management personnel should
always encourage the employees to come up with their creative and innovative ideas and to
present the same to the management irrespective of the escalation process and hierarchical
structure. The employees of the modern business organisations put their efforts to become
more innovative and creative with the aim of availing of the opportunity of becoming more
innovative and creative. Innovation is highly important in the modern competitive market.
The fear of the senior managers regarding the failure in innovative decisions and ideas need
to be overcome so that the opportunities in the business environment could be availed of. The
motivational leaders and managers are found to be effective in controlling several resources
which are highly important for developing and implementing new strategies, ideas, and
decisions. The motivational aspects also get encouraged by embracing employees’ creative
and innovative skills. The unique and new ideas which have the power to enhance growth
must be encouraged by the management personnel with the help of suitable resources so that
the straining of the management personnel could be avoided (Mumford, et al., 2015)

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Creativity deviance embracing innovation
In the opinion of Brown (2014), a business organisation could become tolerant towards
creative deviance if it embraces and encourages innovation (DeCanio, et al., 2000). It is also
an important approach of the business organisations to admit the mistakes which they commit
while becoming innovators. The innovation strategies and capabilities are supposed to be
improved with time and changes in deviances. The business organisational environment
needs to be highly encouraging and improved so as to foster innovation and embracing
employees’ contribution towards innovation and creativity (Chesbrough, 2011). The
employees are important human resources. The contributions of the employees in innovation
strategies could never be overemphasized. An ideal business environment is the one where
the employees get the opportunities to contribute their knowledge, skills, creative ideas, and
innovation capabilities in making the business decisions highly suitable and desirable in
achieving the competitive advantage. In such a business environment the employees get
ample space and time to come up with innovative alternative and ideas which would lead to
creative deviance (Casadesus-Masanell & Zhu, 2011). The business organisations which are
decentralized would provide the employees more autonomy and could motivate the human
resources to achieve creative designs. But there is a burning effect of this approach. The
failures and the issues which could get develop because of encouraging creative decisions are
supposed to be resolved before the development stage is approached. The issues creative
deviance could also take place if the business organisations pay more than give attention to
the existing customers (Babu, et al., 2013). It has been observed that there exists demand
improvement in the basic deliverables of the organisations more than any new and unique
deliverables. They just expect improvements but if the business organisations come up with
an innovative idea for product or service. The customers become highly attracted to it. Some
of the customers also prefer to try new products and services so as to add value to their

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purchases. Creative deviance should be confirmed. If there is creative deviance in the growth
of the business organisations and if such deviance is not getting successful, it could derail the
entire project and could lead the business towards an undesirable outcome (BROWN, 2014).
Role of hierarchical and organizational structure in creativity deviance and
innovation
According to Kotter (2012), the role of hierarchical structure is highly important in modern
business organizational environments. One of the leading organisations, Apple Inc. has
always been creative and innovative with the support of its robust hierarchical structure. The
organisation has not only relies on its strong hierarchical structure but also it has provided
ample authority and autonomy to its employees. Unlike traditional organisations with
conventional assembly line development approach, Apple has adopted parallel production
line where it includes manufacturing, designing, engineering, and selling products and
services with the support of its product development cycle (Awamleh, 2005). The
brainstorming sessions are quite significantly where different new and unique solutions and
ideas get developed. This kind of organisations is highly open-minded and keeps the doors
open for their executive and employees to contribute to the innovative ideas and strategies
(Amit & Zott, 2010). The role of hierarchical structure is very important for successful
organizations towards creative deviance. Apple Inc. It has been observed that the
contributions of its founder, Steve Jobs are highly beneficial for the successful journey it has
come across. When a product or service reaches its target market, creative designs becomes
an invisible aspect. It is all about the creative idea from one of the person or groups who is
highly responsive towards creative deviance (Alexander, 2013). Unique styles of leadership
would be observed in some of the successful organisations where employees are given the
opportunities where they could come up with their innovative ideas through brainstorming
sessions so as to provide best-suited solutions to any issues. It is also true that the hierarchical

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structure and the organisational culture should be developed and designed in a way that the
employees would be complying with the instructions they get from their superiors or business
leaders (Makanyeza & Dzvuke, 2015 ). There is also a limitation of this kind of approach. If
organisational decisions are solely dependent on the creative thinking of any single person
then the organisation would suffer losses in the creative ideas do not hold good (ALi, et al.,
2018). Hence, it is always prudent for any organisation to keep its doors open for the creative
ideas opinions, information, and innovative capabilities of the employees and other members
of the organizations. The collaborative teamwork towards creative deviance is a desirable
situation (Kotter, 2012).
In the view of Shei & Hoskisson (2012), the dynamic transition takes place when any new
idea gets evolved and proposed. It is a common phenomenon observed in the business
organisations where new ideas initially get rejections based on the perception of the
management personnel regarding the outcomes of the employees’ new ideas and information.
The management sometimes rejects the ideas of the employees by apprehending and
questioning the appropriateness workability and stability of the new ideas. The risk factor is
one of the major reasons behind creative deviance. The managers and the management
personnel sometimes feel offended when they observe their employees are violating their
instructions or orders in order to continue with their inventions or ideas. Some managers
prefer to on with punishment upon rejecting their ideas. On the other hand, some leaders and
managers prefer rewarding the employees upon developing creative ideas. The employees
when coming up with creative and new ideas, the managers should encourage them. It is also
the responsibility of the employees to follow the instructions of the managers and pursue their
ideas and research. Creative deviance takes place when the employees turn up with their new
ideas and research work ignoring the orders of their superiors to discontinue the project.
Innovative and creative organisations like Apple Inc. adopt a top-down approach of decision

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making so as to handle such situations. It is the responsibility of a visionary and experienced
business leader to develop a culture where innovation takes place constantly. A business
organisation can deliberately develop and anti-hierarchy so as to involve and encourage the
employees to get exposed to more situations of creative divisions. It has to be understood that
encouraging increased creative deviance can be beneficial as it encourages innovation. It also
encourages the ongoing process of improving innovation. It helps in creating a suitable
working environment where each employee is given with ample space and time. This kind of
anti-hierarchical situation also encourages less centralisation of authority and power. The
autonomy given to the employees could be beneficial not only for the development of the
employees but also for the ultimate performance of the organisations in relation to creativity
and innovation.
Furthermore, it can be notices that there are certain disadvantages on limitations of
encouraging creative deviance. It is observed that in the case of creative deviance, the control
of a group of employees gets difficult to establish by the managers and leaders. It also so
developed a sense of false authority as the employees start believing that they have the
authority and right to continue with the actions which have been ordered to be stopped. The
culture of improving the existing deliverables of the organisations gets negatively affected
when the employees only think of new ideas as solutions to the problems Apple is one of the
innovative organisations which have encouraged creativity and innovations. It mainly
depends on its cross-functional teams. It has developed a structure which is highly simplified
and contains limited layers. Huge responsibilities are given on the members of the
organisations and the employees are accountable for the outcomes of their decisions and
actions. The product development cycle is highly adopted by Apple where all the individuals
and groups communicate and interact with each other on a continuous basis. The situations
have given creative deviance to take place in Apple. But these approaches have also brought

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in some liabilities on the shoulder of the organisation. These liabilities are found in
connection with the process of decision making. It has been observed that is an organisation
relies too much on the ideas of any single person of the organisation. In this type of situation,
errors could generate leading to non-achievement of the mission and vision of the business.
The changes taking place in the market could not be detected if creative deviance is not
managed well. The end result could be highly devastating. The organisations could get
ruined. It is the responsibility of the business leaders to develop a clear vision with the help of
his or her experiences so that best-suited solutions could be generated in response to the
business issues (Shei & Hoskisson, 2012).
According to Keum & See (2017), there is a close link between innovation and organisational
structure. But it has been observed that in the previous studies, this relationship has not been
explored to the desired level. The behaviour theory of the business organisation can be
applied in order to take the support of process theory in examining the authority of the
hierarchy. Hierarchy is an important element of the entire organisational structure which
reflects several degrees of management and managerial oversight. It also differentiates the
performance and behaviour of the organisation in relation to the generation of ideas and the
selection of suitable innovation process. In one of the researches, the multi-method technique
has been implemented and the findings have clearly indicated that hierarchy is an important
aspect in selecting the best-suited innovation process. The behavioural mechanism has been
identified which underlines the impacts of hierarchical authority on the performance of the
selection process. It has been proposed that the selection process is not an easy task for the
organisational capability and it can be developed quite strategically. The selection process
also needs to be managed with the support of an effective organisational design encouraging
innovation. The role of organisational and hierarchical structure is very important the line of
authority which flows from the top management to the bottom line gets impacted by the

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layers in the hierarchy. The centralisation and decentralization of power and authority also
impacts the contributions of the employees in the process of innovation. The hierarchical
structure is also highly related to the process of innovation process-oriented mechanism can
be utilised to study innovation. The organisational structure plays an important role in the
micro-foundations with respect to dynamic capabilities. It has been revealed from the
research that identical authority has a negative impact on the ability of the business
organisations to develop internal variation. This internal variation actually serves the role of
starting point from where innovation and organisational learning initiates. On the other hand,
it is also true that organisational capabilities get enhanced by the authority in the hierarchical
layers. It is the nature of the hierarchical authority to control the individual interests of the
employees and invest the same towards the broader picture of the organisational goals and
objectives. Flexible hierarchy is always responsive to innovation and creativity. One of the
organisations IDEO which is considered as an innovation giant has enabled the process of
idea selection. The organisation has developed a hierarchical process which is mediated by
voting and open discussion and controls the biases of any single member in promoting his or
her unique ideas. The organisation has achieved success as it has openly embraced new ideas
and opinions from the employees without affecting the overall objectives and goals of the
business (Keum & See, 2017).
In the opinion of Sáenz-Royo, et al. (2015), it is very important to analyse the significance of
organisational structure in the innovation diffusion adoption and diffusion of several
innovations. It has become a major concern for several researchers in the field of market
research, economics, and sociology. Innovation is one of the important and key drivers of
organisational growth and prosperity. The dynamics in the process of embracing innovative
proposals have been analysed and investigated with the application of Agent-Based Model in
the process of innovation diffusion. The role of community structure is quite important

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homogenous organisations accept innovation proposals on the basis of their community
structure. The process of learning about different innovative technologies gets enhanced in an
effective organisational culture. The business organisations which are responsive towards
embracing innovation diffusion and the contributions of employees are highly successful in
achieving the desired goals and objectives of the business. The adoption process of business
organisations also gets blocked by some social pressure. There can be different factors in the
organisational culture which influence the acceptance and diffusion of innovation proposals.
This is also dependent on the organisational culture and different communities. The hierarchy
is one of the formal structures of the organizational structure which provide higher
probabilities to new innovation. Hierarchy is the element which needs ample time and
resource to attain a desirable consensus. It is also known to every business organisation that
opportunity cost is the cost of the time. The hierarchical structure is a stable structure which
reduces sensitivity to changes. The business organisations with a flexible hierarchical
structure can adopt changes and innovation proposals more effectively. The innovation
performance of business organisations is also dependent on the changes taking place because
of social and learning pressure. Hence, it is very important for every business organisation
especially the technology-based organisations to develop a suitable and flexible hierarchical
structure where creative deviance could be handled in an efficient way. The hierarchical
layers in a business organisation also impact the authority and power of the top management
personnel on the employees at the bottom line. Employee engagement and participation in the
process of decision-making also get influenced by such authority. In a business organisation,
if the management perceives fear of losing authority might not indulge in the creative
thinking of the employees. But in a less centralised organisation, the management encourages
the employees to come up with new and unique alternatives so as to make the decisions

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workable and suitable as per the competitiveness and other market dynamics (Sáenz-Royo, et
al., 2015).
Role of employees in innovation and creativity
In the opinion of Mainemelis (2010), every business organisation there comes a time when
the employees develop new ideas and proceed with further exploring the ideas. In such cases,
it might happen that the managers have asked to put a stop on the project. But the employees
continue with their actions so as to keep their new ideas alive. This is a situation when
creative designs take place. To any business organisation, it is also an important aspect to
encourage the employees to become more creative and innovative in their approaches.
Creative deviance is the situation when the employees keep continuing exploring their unique
and innovative ideas even after being instructed by their superiors to stop working on such
new ideas. There is a relationship between creative performance and supervisors creative
approaches. The performance of an organisation gets influenced and impacted by the creative
approaches of the supervisors in adopting employees innovative ideas and involving them in
business decisions. There can be different situations when deviance takes place organisations
like Pontiac’s Fiero which is the first commercial car with mid-engine launched in North
America. This car has been designed by a designer who had intentionally violated almost
three orders from the top management to put a stop on designing a particular prototype. The
example of Hewlett Packard could also be cited here as an example of creative deviance. The
electrostatic display which has been designed by the engineer was also a result of the
determination of the designer who has been ordered to terminate the project. On the other
hand, in the world of media, similar deviance could also be observed. The classic Hollywood
movie Godfather has launched a new film genre where the filmmaker has violated directives
of the Paramount Pictures but the movie has become a milestone film which is still now
popular in all generations. The engineer of 3M who has rejected the order of his manager to

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abort research has also successfully portrayed creative deviance. The lighting technology
used by LED is also an example where a scientist who has intentionally violated the order of
the CEO of the organisation to put a stop on the research. But these organisations are still
enjoying there are unique positions on the global platform because of creative deviance
(MAINEMELIS, 2010).
According to O’Donnell & Boyle (2008), the problem in creative deviance takes place when
business organisations discourage creativity and attend to suppress creative ideas from the
employees on a continuous basis. The organizations sometimes lack in an innovative culture.
The employees become agitated and discouraged when they are ordered to stop working on
any creative and innovative idea or action within an organisation. There can be some
employees who have the initiative and enthusiasm to be more creative and innovative. Their
contributions could make towards the organisations to result in highly beneficial. But the top
and middle management personnel very often hinder the innovative approaches of the
employees with the fear of losing their authority and power. It is also undeniable that the
employees in some cases go beyond the instructions and orders of their superiors and take the
risk of creative deviance. In such cases, the entire organisation can suffer from any failed
decisions. But if creative deviance gets managed and handled effectively by the management
of the organisations, it would be highly beneficial for the entire organizational performance.
In this case, the role of organisational structure needs to be analysed and presented. The
organisational structure is one of the major aspects of a business organisation. It embraces
innovation and creativity and allows its members to come up with creative ideas, opinions,
and decisions. The employees' engagement in the decision-making process is also influenced
and encouraged by the organisational culture. The ideas which are generated by the
employees can face the issue of non-acceptance and rejection depending on the organisational
culture and behaviour. Sometimes the managers also reject some innovative ideas not only to

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retain their authority but also because of their poor knowledge on any specialised domain. It
has also been observed that the business organisations when started becoming successful in
their mission, the management tends to become less creative and innovative with the fear of
losing their status quo. The management also fears of losing money and resources being
invested in their approaches. The management also tries to justify the decisions the managers
have taken in such situations. The business organisations instead of encouraging creativity
tend to discourage the same. There is a need for managing creative deviance with effective
measures and initiatives (O’Donnell & Boyle, 2008).
According to Yousef (2014), it could be said that the imagination power and ability of an
individual needs to be utilised in the organization rationally. The imagination could make a
decision more simplified and unique. But the management personnel could resist creative
ideas or contributions due to many reasons. This resistance from the management leading
towards creative deviance could be managed and handled. Sometimes, the management also
discourages the creative ideas of the employees by rejecting their projects or actions and not
approving the new ideas of the employees. This is also a situation when resistance to change
comes from the management level. The employees tend to become creative but the managers
resist the same. The perceived risks are major reasons behind such resistance. The managers
and the business leaders also reject new ideas from the employees as they do not have the
confidence in their subordinates. Another important constraint to creativity is
miscommunication or communication barriers. The organisational structure should be
developed in such a manner that communication among several departments and division
remains seamless and effective. It is also the responsibility of the business leaders to develop
such an organisational culture which has the tenacity to embrace changes and innovation. The
committed business leaders have the ability to develop such an environment. The business
organisations which adopt innovation are found to be forward moving and they achieve their

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desired level of competitive advantages in the long run. Innovation culture is also an
important aspect of this situation. It is the responsibility of the managers to support and
enhance innovation culture within the organisation. Cross-functional teams focusing on
innovation should be encouraged. Creativity and innovation metrics in the performance
appraisal approaches of the employees should also be involved (A.Yousef, 2017)
In the opinion of Kashyap (2018), an important aspect in relation to handling creative
deviation is the development of cross-functional teams which are highly responsive towards
innovation. The main aim of cross-functional teams is to come up with new ideas or designs
which could strengthen the outcomes of the business. The managers who are highly balanced
and creative thinkers should be promoted and hired. There should be ample competence in
generating and embracing creative ideas in the managers. Each employee should have the
power of innovating new ideas so as to achieve the desired level of success. The innovative
departments should be encouraged and rewarded effectively by promotions, bonuses, and
salary increments. There could be two major alternatives which are responsive to creativity
and innovation processes. These alternatives should be encouraged so as to increase
managerial support and organisational culture and development of cross-functional teams
supporting innovative ideas (Kashyap, 2018).
Summary
It has been observed that the innovation activities and capabilities of the business
organisations are highly contributed by the creative initiatives of the employees more than the
top management or senior management personnel. The employees are the major resources of
the business and they contribute to their best so as to enrich the ultimate outcome of the
business. It has also been observed that employee engagement increases the opportunities in
the hands of the employees to contribute important insights and innovative ideas to the

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organisations. Sometimes, this situation creates conflicts or issues within the organisational
culture (Gassmann, 2013). Innovation employees other than the senior personnel could lead
to serious issues as the management personnel consider this aspect to be a loss of leadership
authority. But it is also undeniable that the resources, opinions, ideas, and information
provided by the employees can develop innovative initiatives which are highly crucial and
advantageous for any business organisations. The management personnel get offended by
losing their authority and leadership in the situations where the employees are found to be
contributing to the innovative initiatives of the organizations. Sometimes, the top and middle
management personnel do not encourage the employees in contributing their creative and
innovative initiatives and capabilities. But it would be highly detrimental to the overall
outcome of the business organisations (Hill, 2012). The business organisations should
consider effective ways of managing creative deviance constructively in such a way where
the loss of authority would not be the constraints.

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Conclusion
The literature review has been conducted with the help of several reliable and resourceful
sources of information and literature. In the analysis of the creative deviance without
compromising respect for authority in organization of Oman, the literature has provided with
ample idea on the core area of analysis. It has revealed that a business organization could
manage creative deviance with the help of an effective hierarchical and organizational
structure where authority would not be compromised. The leaders and the managers of the
business organizations should be highly responsive to employee participation in the process
of decision-making. The creative and innovation capabilities of the employees should be
embraced and the management should allow them to provide their ideas. The employees
should also honour the orders and the instructions which they get from their seniors and
supervisors in dealing with their research on innovative ideas. The respect for authority
should never get affected and compromised. The assimilation process to innovation in any
business organization gets impacted by the distribution of authority. The large organizations
which are innovative have been observed to have developed an organizational culture where
the innovation strategies are developed based on the contributions of the employees and
managing creative deviance in an effective way.

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ALi, M., Lei, S. & Wei, X., 2018. The mediating role of the employee relations climate in the
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