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INNOVATION TYPES AND ORGANISATION PERFORMANCE: A STUDY OF SEWELL PHARMACEUTICAL LIMITED
Categories
Table of contents
CHAPTER ONE: Introduction 1
1.1 Background to the Study 1
1.2 Statement of the Problem 4
1.3 Objectives of the Study 5
1.4 Research Questions 6
1.5 Research Hypotheses 6
1.6 Scope of the Study 7
1.7 Limitation of the Study 7
1.8 Justification of the Study 7
1.9 Definition of Terms 7
1.10 Organisation of the Study 8
CHAPTER TWO: Literature Review 9
2.1 Conceptual Review 9
2.1.1 Meaning of Innovation 9
2.1.2 Types of Innovation 10
2.1.2.1 Product innovation 10
2.1.2.2 Process Innovations 10
2.1.2.3 Marketing Innovation 11
2.1.2.4 Organisational Innovation 11
2.1.3 Organisation Performance 12
2.1.3.1 Importance of Organisation Performance 12
2.1.3.2 Measurement of Organisation Performance 13
2.2 Theoretical Review 14
2.2.1 Diffusion of Innovation Theory 14
2.2.2 Disruptive Innovation Theory 15
2.3 Empirical Review 16
2.4 Historical Background of Sewell Pharmaceuticals 18
CHAPTER THREE: Research Methodology 19
3.1 Study Area 19
3.2 The Population 19
3.2.1 The Population Distribution 19
3.2.2 Sample Size and Sampling Procedure 19
3.3 Research Design 19
3.4 Data Type and Instrument for Data Collection 20
3.5 Validity 20
3.6 Method of Data Analysis 20
CHAPTER FOUR: Data Presentation, Interpretation and Analysis 21
4.0 Introduction 21
4.1 Demographic Characteristics of Respondents 21
4.2 Analysis and Interpretation of Questions Relating to Variables 23
4.3 Test of Hypotheses 33
CHAPTER FIVE: Summary of Findings, Conclusion and Recommendation 36
5.1 Summary of Findings 36
5.2 Conclusion 37
5.3 Recommendations 38
References 39
LIST OF TABLES
Table Title Page
4.1.1 Gender Distribution of Respondents 21
4.1.2 Marital Distribution of Respondents 21
4.1.3 Marital Distribution of Respondents 22
4.1.4 Working Experience Distribution of Respondents 22
4.1.5 Highest Educational Distribution of Respondents 23
4.3.1 Relationship between product innovations and organisational performance 33
4.3.2: Relationship between process innovations and organisational performance 34
4.3.3: Relationship between marketing innovations and organisational
Performance 34
4.3.3: Relationship between organisational innovations and organisational
Performance 35
Abstract
Innovation is broadly seen as an essential component of competitiveness, embedded in the organizational structures, processes, products, and services within a firm. The objective of this study is to examine the impact of innovation types on organisational performance with focus on Sewell Pharmaceuticals Limited. The study adopted a descriptive survey research using adapted questionnaire as the prime instrument for gathering information from fifty (50) staff of Sewell Pharmaceutical Limited. Data generated were analysed using descriptive statistic and Pearson Product Moment Correlation. The results revealed a significant relationship between innovation types (product innovations, process innovations, marketing innovation and organisational innovation) and organisational performance. Managers are advised to ensure that there is adequate investment on the different types of innovations thereby avoiding the risk of not being able to achieve their strategic objectives.
Keywords: Innovation types, Organisational Performance
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