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ive Analysis and Discussion 31
4.1.1 Analysis of Innovation and Profitability 31
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4.3.5 Paired Design Meetings 49
Chapter 5 Conclusion, Recommendations and Reflection 51
5.1 Profile of the whole dissertation 51
5.2 Conclusion 51
5.3 Recommendations 52
5.4 Limitations of the Research 53
5.5 Areas for Further Research 54
References 55

Chapter 1 Introduction

1.1 Background of Research

According to Aghion, et al (2004) it is the desire of every business organisations to obtain unrivalled competitive terrain where it controls and dictates the direction of the market competition. This is because the ability to make profit is largely dependent on the amount of market space (share) that an organisation controls and reaches with their products and services.
In the past the sources of competitive advantage were simpler than it is today because it was largely reflected in access to manpower, and capita (Romijn and Albaladejo, 2002) but this is not the case in the new business environment of the 21st century (Roper, et al, 2008). Today, the source of competitive advantage has largely shifted in favour of organisation that learns to see things clearly and weighs them justly and the uses innovation and entrepreneurship to overtake their fellows (Stroker, 2009) and also the possession of good quality human resources (Drucker, 2009). This research is about business innovation and intrapreneurship as a source of gaining business advantage and the unique ways by which an organisation can employ its human resources into innovative ventures and how effective innovation can also enhance human resources development in an organisation.

5.5 Areas for Further Research

In the process of undertaking this research there were a lot of issues which came up from the information that were collected but not all of them could be considered within his particular study. The reason is that they were either not core to the research objectives or they could be properly examined as independent studies on their own better than subsumed into this research.

However, it is without doubt that they share significant relationship with this research area. One of them have been has been recommended as area for further research.
It will be recalled that in the introduction to the research, it was asserted that a significant factor in Apples strong innovation capabilities is its founding Chief Executive Officer, Steve Jobs. In the analysis of the findings, it has been explained that Steve Jobs ‘unique leadership qualities and strong personality was a key factor to turning Apple from a road side shop to become one of the world’s most famous brands and the richest companies.
In 2011 however death laid it icy hands on Steve Job hence the transfer of power to the Tim Cook. There are many studies that have been critical of the extent to which Tim Cook will be able to lead the organisation in the same path of innovation as Steve Jobs had been doing. Their reasons largely come from the fact that the industry as it is today is different from the industry which Steve Jobs came to meet and left. With advances in technology and knowledge, many organisations have been able to leverage the competiti