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ple who have been through difficult, and not successful change efforts end up drawing pesimistic and angry conclusions. They become suspicious of the motives of those pushing for transformation (Kotter, 1996).

This section will focus on the discussion of benefits and barriers that come with innovation. The advantages supporting a strong leadership and the factors causing resistance toward change will be identified. In addition, this section will also explain some methods that managers can use to implement change successfully within the organization.

1.2.1 Benefits of Innovation

Bhatt (2007) states the reasons that make companies innovate, those are listed below:

To advance in technology.

To change the environment.

The evolving of the society.

The evolving of the customer desires.

Competitors improve their products and services.

Customers stop buying your old products so you need to replace them and add new products.

Innovation opportunities can arise due to environmental changes in technology, science, and data analysis. Environmental changes may result in creation of new customer needs or may enable the organization to develop better solutions to current customer needs. Service or product innovations have to fulfill four benefit aspects listed below:

Unique. The target group should perceive the new benefits generated from the new service or product as unique.

Important. The customers should perceive the new benefits as important.

Sustainable. The new benefits should be protected against followers by measures such as patents, time to market and brand management.

Marketable. The organization should have the resources, capabilities and competencies to market the product which also includes an effective and ready to market version of the product (Anon., 2008).

Stark (n.d.) has identified the benefits of good innovation, those are listed below:

First to market.

Premium prices.

Best customers.

Large market share.

Increased shareholder return.

Increased employee motivation and morale.

Beer and Nohria (2000) state that one research team concluded that ‘The brutal fact is that about 70 per cent of all change initiatives fail'. These researchers conclude that there are two primary reasons why organizations undergo change: one is based on ‘hard' economic value (e.g. financial return to shareholders); the other is based ‘soft' organizational capabilities. The organizational approach develops corporate culture, human capabilities, feedback, measurements and reflections on evolutionary progress.

Both people and organizations frequently resist change, even if it is in their best interests, especially in large and established organizations. Bloisi, Cook and Hunsaker (2003) suggest five main reasons why individuals resist change:

Selective perception. People sometimes perceive the same thing differently. When changes are initiated, individuals tend to focus on how they will be personally affected rather than seei本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。