Innovation Management Report: Analyzing Toyota Australia's Innovation

This report examines the innovation management practices of Toyota Australia within the Australian automotive industry. It highlights the importance of innovation for achieving a competitive advantage and organizational sustainability. The report explores industry trends, such as environmental consciousness and technological influence, driving Toyota's innovative initiatives. It identifies the lean supply chain as a key area for operational sustainability and discusses the significance of innovative thinking, research and development investments, and the barriers to innovation, including legislative and communication challenges. Furthermore, the report emphasizes the importance of participative leadership and open communication to foster innovation and mitigate barriers. The analysis suggests strategies for improvement, such as promoting open organizational culture and continuous development to enhance Toyota Australia's innovative capabilities. References from academic journals are provided to support the findings.

Running head: INNOVATION MANAGMENT
INNOVATION MANAGMENT
Name of the Student
Name of the University
Author Notes:

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Introduction
It can be said that the sustainability of an organisation in the long run depends on the
nature of operations of the latter. It can be said that it is the aim of the companies in the modern
industrial scenario. Innovation is seen to be driver that helps the company in terms of
development of a competitive advantage in the industry that they are operating in (Mengual et al.
2016). It can be sad that companies who adopt a considerable amount of innovation while they
are operating in the industry helps them in terms of development of a competitive advantage that
is responsible for the sustainability of the company in the long run (Gawer and Cusumano 2014).
The aim of this paper is to identify the effectiveness of innovation carried out by Toyota
Australia while they are operating in the Australian automotive industry.
Trends of Organisational motive
The industry that the company operates in is characterised by a considerable amount of
affiliation towards innovative practices. The automotive industry that the company operates in
are is characterised by a considerable amount of affiliation for the environment (Soo, Compston
and Doolan 2016). Furthermore, the consumers of the community are influenced by technology
that has affiliation towards the development of the environment (Wirtz et al. 2013). One of the
biggest competencies of the company is innovation that is carried out by the company while they
are operating in the industry regardless of the nature of operations of the latter. The lean supply
chain is a ground on which the company aims to gain sustainability in operations (Manzouri and
Rahman 2013). The latter is characterised by a process of operations in the supply chain that
helps in the mitigation of wastage that is incurred in the supply chain of the company. Thus, the
latter are the trends that drive the innovative practices of the organisation and great degree of

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innovation is carried out by the organisation while they are operating industry that is deemed to
be characterised by an extremely competitive in nature. The sustainable initiatives that has been
taken by the company helps in terms of gaining favourable outcomes in the long run. The latter
will be responsible for the effective development of the company by catering to the sustainable
needs of the environment. The ain of the company is to be ready for gaining competitive
advantage in the future and that is devised through the help of the activities that help in gaining
competitive advantage in the current operations.
Innovative thinking
Innovative thinking is an activity that needs to be catering to the needs of development
that will ensure that the operation through which the aim of the company in terms of gaining
sustainability in operations that helps in the company in gaining competitive advantage (Rizk,
Attia and Jundi 2017). Significant amount of investment in terms of the research and
development carried out by the company helps the company in carrying out innovative activities.
Violations of legislative requirement and regulatory framework has been identified as a barrier to
the potential of innovation that can be carried out while the company carries out operations in the
industry that they are a part of (Lescano and Teubner 2019). Furthermore, it has been identified
that a main barrier is associated to communication and flexibility that determines the viability of
the culture of the organisation.
Leadership style
The style of leadership that I feel is appropriate in order to ensure the effectiveness of the
organisation’s performance is a participative leadership. The latter is characterised by
considerable amount of participation of the leadership that is the top level of the management

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through which the employees will be able to gain uniformity in the direction necessary for
sustaining the operations of the organisation (Miao et al. 2013). People from different cultural
backgrounds help in terms of gaining advantage of high expertise in activities that are to be
carried out while the organisation is performing.
Improvement of innovation
The strategy that has been identified in order to gain effectiveness in terms of removal of
barriers to innovation is through open communication, appreciation of people from different
social and cultural backgrounds and a through the establishment of the process of continuous
development and learning. The latter are the criteria that must fulfilled in order to gain
effectiveness in term so mitigating the barriers associated to the process of innovation in the
organisation.
The technique of managing the issues would be characterised by an open organisational
culture and by the development of a style of leadership that is participative in nature. This is
likely to help establishment of communication which would help in terms of removal of the
barriers associated to innovation.

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REFERENCES
Fischer-Lescano, A. and Teubner, G., 2019. Regime-collisions: the vain search for legal unity in
the fragmentation of global law. In Critical theory and legal autopoiesis. Manchester University
Press.
Gawer, A. and Cusumano, M.A., 2014. Industry platforms and ecosystem innovation. Journal of
product innovation management, 31(3), pp.417-433.
Manzouri, M. and Rahman, M.N.A., 2013. Adaptation of theories of supply chain management
to the lean supply chain management. International Journal of Logistics Systems and
Management, 14(1), pp.38-54.
Miao, Q., Newman, A., Schwarz, G. and Xu, L., 2013. Participative Leadership and the
Organizational Commitment of Civil Servants in C hina: The Mediating Effects of Trust in
Supervisor. British Journal of Management, 24, pp.S76-S92.
Rizk, N.M.H., Attia, K.A.M. and Al-Jundi, A.A.H., 2017. The Impact of Metacognition
Strategies in Teaching Mathematics among Innovative Thinking Students in Primary School,
Rafha, KSA. International Journal of English Linguistics, 7(3), p.103.
Sanyé-Mengual, E., Anguelovski, I., Oliver-Solà, J., Montero, J.I. and Rieradevall, J., 2016.
Resolving differing stakeholder perceptions of urban rooftop farming in Mediterranean cities:
promoting food production as a driver for innovative forms of urban agriculture. Agriculture and
human values, 33(1), pp.101-120.

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Soo, V.K., Compston, P. and Doolan, M., 2016. Is the Australian Automotive Recycling Industry
Heading towards a Global Circular Economy?–A Case Study on Vehicle Doors. Procedia
CIRP, 48, pp.10-15.
Wirtz, J., Den Ambtman, A., Bloemer, J., Horváth, C., Ramaseshan, B., Van De Klundert, J.,
Gurhan Canli, Z. and Kandampully, J., 2013. Managing brands and customer engagement in
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