Table of Contents

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1.1 Introduction to Organizational Creativity and Innovation

1.2 Challenges of Global Entrepreneurship

1.3 Concepts of Design thinking

1.4 Shaping Innovation Deployment

1.5 The Ideation Process and Tools

1.6 Importance of Innovation in UAE

1.7 Innovation Legacy: The Case of the United Arab Emirates

Synopsis: This chapter thus illustrates the pitfalls for building a strong foundation for creativity and innovation in organisations. It also discusses the four big questions of what innovation deployment is, why we use it, how it works, and who shapes it. This is followed by a discussion of the innovation legacy of the United Arab Emirates (UAE), which ranked 35th on the 2017 Global Innovation Index and 16th in the 2017 Global Competitiveness Report. The chapter then describes the importance of innovation in UAE and introduces the UAE Innovation Award and explains how the quest for innovation has evolved over the years. Theoretical models of creativity and innovation, as well as evolution and ideation tools, are also discussed. Organizations that shed their rigidity are continually adapting and learning from within their organizations as well as from others. In recent years, research has suggested that innovation and creativity have become pillars for leveraging competitive advantage. Though the terms "innovation" and "creativity" are discussed together at times, they are defined separately. Hence, it is essential to understand these terms along with their implications for global entrepreneurs. More importantly, the success with innovation and creativity has come in many shapes and forms.

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Part 2: TQM, AMO, Innovation and Factors Impacting Organizational Creativity and Innovation

2.1 Theoretical Underpinnings

2.3 Bringing in Tools: What can we learn from

TQM to Innovate?

2.5 Power of Ability, Opportunity and Motivation(AMO)

2.6 Factors impacting creativity and Innovation

Synopsis: General managers and entrepreneurs share a keen interest in learning how to foster innovation and creativity in ways that help their firms create wealth. In examining the various innovation contexts, it is clear that some organizational cultures produce many more innovations than others. Human beings are fundamentally creative; however, individuals can be nurtured further to produce creative ideas. Entrepreneurs need to understand how to achieve those creative outcomes that can result in organizations emerging as successful enterprises. This chapter aims to recognise factors that entrepreneurs should embrace in their organization and explains its theoretical underpinnings to the ability, opportunity, motivation (AMO), and Total Quality Management.

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Part 3: A Framework for Innovation Assessment

3.2 Leadership

3.3 People

3.5 Evaluation and Rewards

3.6 Innovation Effectiveness

Synopsis: The goal of the assessment is to identify the problems or opportunities that can be addressed through an evaluation. This chapter introduces the assessment framework to carry out an evaluation of an organisation's level
About the Author:

Flevy Lasrado is Assistant Professor of Business Excellence and Quality Management systems at the University of Wollongong in Dubai, UAE. Her research interests revolve around organisational excellence in a range of settings, and she has published over 40 publications which include research monographs, books, journal articles, conference papers and book chapters. Flevy is a qualified EFQM assessor, as well as having been an assessor for the Dubai Quality Award and the UAE Innovation Awards.