Innovation and Organizational Culture in Membership Organizations
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Noman enjoys creating new things and experimenting as a way of taking incremental innovation head-on. He believes in the idea of learning by doing, trying, failing, and learning from experiences of failure. This book took the same approach; it was not a straight journey and there was a lot of learning on the way. Support from Professor Rhys Rowland Jones made this journey complete at the end of the day. This book investigates the relationship between Innovation and organizational culture in meeting the dynamic requirements of business membership organizations' (BMOs) members. The literature re...
Noman enjoys creating new things and experimenting as a way of taking incremental innovation head-on. He believes in the idea of learning by doing, trying, failing, and learning from experiences of failure. This book took the same approach; it was not a straight journey and there was a lot of learning on the way. Support from Professor Rhys Rowland Jones made this journey complete at the end of the day. This book investigates the relationship between Innovation and organizational culture in meeting the dynamic requirements of business membership organizations' (BMOs) members. The literature review compliments the findings; hence, Norman is able to develop an effective BMO framework of this relationship as presented in this book. Finally, Norman used the grounded theory approach due to his inclination towards exploring, learning, as well as creating a new organizational model out of his work on innovation and organizational culture. In a global village, where change is the new normal, none of us can expect BMOs to continue to enjoy a status quo while their members operate in a dynamic business environment. BMOs must learn how to adapt or they risk losing relevance.
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