Chapter one

1.0 Introduction

This chapter entails the background of the study, statement of the research problem, objectives of the
study, research questions, hypothesis,scope of the study, significance of the study, limitations of the
study, definitions of key terms and structure of the study.

"In dynamic and competitive business environment, organizations are constantly seeking ways to
enhance their performance and gain a competitive edge. One of the key factors contributing to
organizational success is effective innovation management. Innovation management refers to the
systematic planning, implementation, and control of innovation processes within an organization. It
involves the generation of new ideas, the development of innovative products or services, and the
implementation of these innovations into the market. The impact of innovation management on
organizational performance has been widely recognized and studied in various industries and contexts.
This case study aims to explore the effect of innovation management on the organizational performance
of YO's Care, a healthcare organization based in Juba, South Sudan.

1.2 Background of the study:

South Sudan, as a relatively young nation, has had a complex history that has impacted the topic of
innovation management within organizations of YO's Care.

South Sudan gained its independence from Sudan in 2011, following decades of civil war and political
unrest. The country left with a fragile infrastructure and limited resources after years of conflict. This
historical backdrop has significantly influenced the development of innovation management in South
Sudan, including within healthcare organizations like YO's Care.

In the early years of independence, South Sudan faced numerous challenges in establishing a
functioning healthcare system. The lack of adequate infrastructure, shortage of medical professionals,
and limited financial resources posed significant barriers to the adoption of innovative practices and
technologies within healthcare organizations. Innovation management, therefore, had to navigate these
obstacles to improve the quality and accessibility of healthcare services.

Many years, South Sudan has made efforts to rebuild and strengthen its healthcare system.
International organizations and donors have played a vital role in supporting healthcare initiatives in the
country, including those related to innovation management. Through funding and technical assistance,
innovative approaches have been introduced to enhance healthcare delivery and management in South
Sudan( World bank,2001).

The history of innovation management has gained prominence over the years as organizations
recognized its potential to foster growth and gain a competitive edge. The concept of innovation
management has evolved alongside advancements in technology, globalization, and changing market
dynamics. Scholars such as Peter Drucker, Clayton Christensen, and Henry Chesbrough have made
significant contributions to the understanding and practice of innovation management.

YO's Care has a significant historical background in South Sudan. The organization was established in
response to the healthcare challenges faced by the country, which has experienced years of conflict,
instability, and limited access to quality healthcare services. YO's Care emerged as a local initiative to
address these pressing needs and contribute to the overall well-being of the community to their existing
knowledge on innovation management, providing insights and frameworks that can be applied to
organizations like YO's Care. Notable events and publications in the field of innovation management
include the World Economic Forum's Annual Meeting, which often discusses innovation strategies and
emerging trends. The works of Robert Cooper on the Stage-Gate process, Eric von Hippel on user
innovation, and on open innovation have significantly shaped the understanding and implementation of
innovation management.( Peter Drucker and Clayton Christensen 2003 ,2006).

YO's Care is a leading healthcare organization in Juba, South Sudan, providing a wide range of medical
services to the local community. As the healthcare landscape in South Sudan is evolving rapidly, YO's
Care recognizes the need to innovate and adapt to meet the changing needs of its patients. The
organization has implemented various strategies to foster a culture of innovation, including encouraging
employees to generate and share ideas, investing in research and development, and leveraging
technology to improve service delivery(Chesbrough ,2003).

Innovation management plays a crucial role in shaping the performance of organizations. It enables
them to stay ahead of the competition, respond to market demands, and create sustainable growth.
Effective innovation management practices can lead to improved product and service offerings,
increased operational efficiency, enhanced customer satisfaction, and ultimately, better financial
performance have explored the relationship between innovation management and organizational
performance across different industries and geographical locations. in the technology sector found that
organizations that effectively manage innovation are more likely to achieve higher market share and
profitability. In the manufacturing industry indicated a positive correlation between innovation
management and firm performance of healthcare organizations, innovation management is particularly
relevant due to the constant need for advancement and improvement in patient care. in the healthcare
sector found that organizations with well-developed innovation management processes had higher
patient satisfaction rates and better financial performance ( Damanpour and Schneider,2006).

However, the unique socio-economic and cultural context of Juba, South Sudan, adds an interesting
dimension to the study. South Sudan has experienced significant political and economic challenges, and
the healthcare sector has been particularly affected. Exploring the effect of innovation management on
the performance of YO's Care in this context can provide valuable insights into the role of innovation in
overcoming these challenges and driving organizational success

1.3 The statement of the research problem:

The research problem of this study focuses on investigating the effect of innovation management on the
organizational performance of YO's Care, a healthcare organization in Juba, South Sudan, with the aim of
understanding how effective innovation management practices can contribute to improve the overall
performance of the organization.

1.4 The Research objectives:

1.4.1 General Objective:

The general objective of this research is to examine the effect of innovation management on the
organizational performance of YO's Care, a healthcare organization in Juba, South Sudan, and to
understand the relationship between innovation management practices and overall organizational
performance.

1.4.2 Specific Objectives:

.To assess the current state of innovation management practices implemented by YO's Care.

.To identify the key innovation drivers and barriers within the organizational context of YO's Care.
.To determine the impact of innovation management on patient satisfaction and quality of healthcare
services provided by YO's Care.

. To analyze the influence of innovation management on operational efficiency and cost-effectiveness

within YO's Care.

1.5 Research questions:

1. What are the innovation management practices implemented by YO's Care in Juba, South Sudan?

2. What are the key drivers and barriers to innovation within the organizational context of YO's Care?

3. How does innovation management impact patient satisfaction and the quality of healthcare services
provided by YO's Care?

4. What is the influence of innovation management on the operational efficiency and cost-effectiveness
of YO's Care in Juba, South Sudan

1.6 Hypothesis research:

H0 There is no significant effect of innovation management on the organizational performance of YO's

Care in Juba, South Sudan.

H1 There is a significant positive effect of innovation management on the organizational performance of

YO's Care in Juba, South Sudan.

H0 Innovation management does not have a significant impact on specific performance indicators such
as patient satisfaction, quality of healthcare services, operational efficiency, and cost-effectiveness
within YO's Care, Juba, South Sudan.
H2 Innovation management have a significant impact on specific performance indicators such as
patient satisfaction, quality of healthcare services, operational efficiency, and cost-effectiveness within
YO's Care, Juba, South Sudan.

H0 there is no positive relationship between innovation management and organisational performance of

Yo'care, Juba South Sudan.

H3 there is a positive relationship between innovation management and organizational performance of

Yo care, Juba South Sudan

1.7 The significance of the study:

South Sudan holds significant importance as it aims to explore and understand the relationship between
innovation management practices and organizational performance in a specific context. By conducting a
case study on YO's Care, it serves as a valuable source of insights and knowledge for healthcare
organizations and managers in Juba, South Sudan, and beyond. The findings from this study can
contribute to the existing body of knowledge by providing empirical evidence on the impact of
innovation management on various performance indicators, such as patient satisfaction, quality of
healthcare services, operational efficiency, and cost-effectiveness. The study's outcomes can inform
healthcare leaders and decision-makers about the importance of embracing and implementing
innovative strategies, processes, and technologies to enhance organizational performance. Ultimately,
this research has the potential to guide organizational practices and policies, leading to improvements in
healthcare delivery and patient outcomes in Juba, South Sudan.

1.8 Scopes of the study

1.8.1 Content Scope:

This study will focus on investigating the impact of innovation management practices on the
organizational performance of YO's Care in Juba, South Sudan.

1.8.2 Time Frame Scope:

The study will be conducted within a four-month period, allowing for sufficient data collection, analysis,
and interpretation of the findings related to innovation management and organizational performance.

1.8.3 Geographical Scope:

The research will specifically concentrate on the city of Juba in South Sudan, utilizing information
provided by YO's Care as the primary source for data collection and analysis.
1.9 Limitations of research :

It is essential to consider these limitations when interpreting the research findings and applying them to
other contexts or organizations and can be summarized as follows:

Sample Size: One limitation of the research is the small sample size. The study may have been
conducted with a limited number of participants or within a specific context, which can affect the
generalizability of the findings. The results may not be representative of other organizations in different
industries or regions.

External Validity: The research may lack external validity due to its narrow focus on a single case study.
The findings may not be applicable to organizations with different characteristics, structures, or
operating environments. Therefore, caution should be exercised when attempting to generalize the
research findings to other settings.

Research Bias: Another limitation could be the potential for research bias. The researchers may have
had preconceived notions or expectations about the relationship between innovation management and
organizational performance, which could have influenced the study design, data collection, or
interpretation of results. This bias may introduce inaccuracies or limitations in the findings.

1.10 Conceptual framework

Factors influencing variables

Independent Variables

Leadership Support

Organizational Culture:

Resource Allocation:

Collaborative Networks

Dependent Variable
Patient Satisfaction:

Quality of Healthcare Services

Operational Efficiency.

Cost-effectiveness

Observation factors

Moderating Variables or Intervening Variable:

Technological Readiness

Employee Engagement

Regulatory Environment

Market Competition

Figure 1.10

Conceptual Framework

refers to the systematic processes and strategies employed by organizations to foster and implement
innovative ideas, products, services, and practices within their operations. It encompasses activities such
as idea generation, resource allocation, technological advancements, and organizational culture that
promote innovation.he intensity of competition within the healthcare industry in South Sudan, which
may influence the effectiveness of innovation management practices on organizational performance,
shared values, beliefs, and norms that shape the attitudes and behaviors of employees towards
innovation. ( West & Farr, 1990; Schein, 2010)

The allocation of financial, technological, and human resources by Yo Care to support and facilitate
innovation initiatives. The establishment of partnerships and collaborations with external stakeholders,
such as suppliers, research institutions, and other healthcare organizations, to foster innovation
exchange and knowledge sharing. (Laursen & Salter, 2006; Powell et al., 1996)

The organization's readiness and capacity to adopt and integrate new technologies into its operations,
which may influence the relationship between innovation management and organizational
performance.The level of employee involvement, commitment, and motivation towards innovation and
its implementation, which may moderate the effect of innovation management on organizational
performance (Marchildon, 2013; Scott & Davis, 2007) .
The regulatory policies, guidelines, and legal framework governing healthcare organizations in South
Sudan, which may impact the relationship between innovation management and organizational
performance. The intensity of competition within the healthcare industry in South Sudan, which may
influence the effectiveness of innovation management practices on organizational performance.
(Scholars: Porter, 1980; Barney, 1991)

Independent variables:

These are the factors that are hypothesized to influence organizational performance. In this study, they
include leadership support, organizational culture, resource allocation, and collaborative networks.

Leadership support:

This refers to the extent to which top managers in an organization promote and encourage innovation.
Leadership support is crucial for creating an environment that fosters creativity and risk-taking, which
are essential for innovation.

Organizational culture:

This refers to the shared beliefs, values, and practices that characterize an organization. An innovative
organizational culture is one that encourages experimentation, learning, and continuous improvement.

Resource allocation:

This refers to the process by which resources are allocated within an organization. Resources include
financial resources, human resources, and physical resources. An effective resource allocation strategy is
essential for supporting innovation initiatives.

Collaborative network:

This refers to the network of relationships that an organization maintains with other organizations,
including customers, suppliers, partners, and competitors.

A collaborative network can provide access to new ideas, technologies, and markets, which can enhance
innovation capabilities.
Dependent variables:

These are the factors that are expected to be influenced by the independent variables. In this study,
they include patient satisfaction, quality of healthcare, operational efficiency, and cost effectiveness.

Patient satisfaction:

This refers to the extent to which patients are satisfied with the healthcare services they receive. Patient
satisfaction is an important indicator of the quality of healthcare and can affect patient loyalty and
referrals.

Quality of healthcare:

This refers to the overall effectiveness and appropriateness of healthcare services provided to patients.
The quality of healthcare is important for patient outcomes and can affect the reputation of the
healthcare organization.

Operational efficiency:

This refers to the effectiveness and productivity of healthcare operations, including the management of
resources and the delivery of services. Operational efficiency is important for reducing costs and
improving patient outcomes.

Cost effectiveness:

This refers to the relationship between the cost of healthcare services and the quality of those services.
Cost effectiveness is important for ensuring that healthcare resources are used efficiently and for
controlling healthcare costs.

Moderating variables: or intervening variables

These are factors that can influence the relationship between the independent and dependent
variables. In this study, they include technological readiness and employee engagement.

Technological readiness:

This refers to the extent to which an organization is prepared to adopt and use new technologies.
Technological readiness can affect the adoption and implementation of innovation management
practices.

Employee engagement:

This refers to the level of involvement, commitment, and satisfaction of employees in their work.
Employee engagement can affect the success of innovation management practices and the performance
of the organization.

Regulatory environment:

This refers to the rules, regulations, and policies that govern healthcare organizations. The regulatory
environment can affect the adoption and implementation of innovation management practices.

Market competition:

This refers to the level of competition among healthcare organizations in the market. Market
competition can affect the adoption and implementation of innovation management practices as
organizations seek to differentiate themselves and improve their performance.

1.11 Definition of key terms

Innovation Management: Innovation management refers to the systematic process of introducing and
managing innovative ideas, practices, and strategies within an organization to drive growth, improve
competitiveness, and meet customer needs. It involves activities such as idea generation, selection,
implementation, and evaluation.
Organization Performance: Organization performance refers to the assessment of an organization's
achievements and effectiveness in meeting its goals and objectives. It encompasses various aspects,
including financial performance, operational efficiency, market share, customer satisfaction, and
employee productivity.

Effect: The effect refers to the outcome, consequence, or impact resulting from a specific action or
event. In this context, it pertains to the influence or changes in organization performance that can be
attributed to the implementation of innovation management practices within YO's Care.

Innovation: Innovation refers to the process of developing and implementing new ideas, products,
services, processes, or business models that bring about positive change and value. It involves
transforming creative ideas into practical solutions that address customer needs, improve efficiency, or
create a competitive advantage.

Management: Management refers to the activities, processes, and skills involved in planning, organizing,
coordinating, and controlling resources within an organization to achieve its goals. In the context of
innovation management, it involves overseeing and facilitating the innovation process, including
resource allocation, decision-making, and fostering a culture of creativity and risk-taking.

Technology Adoption:

The process of integrating and utilizing new technologies or innovations within an organization,
including the acquisition, assimilation, and implementation of new tools, systems, or processes.

Creativity:The ability to generate novel and valuable ideas, concepts, or solutions through the
exploration and combination of existing knowledge, experiences, and perspectives.

Knowledge Management:The process of capturing, organizing, storing, and sharing an organization's

collective knowledge and expertise, facilitating the creation, transfer, and application of knowledge for
innovation and improved performance.

Stakeholders: Individuals, groups, or entities that have a vested interest in or are affected by an
organization's activities, decisions, or outcomes, including employees, customers, suppliers,
shareholders, and the local community.

Performance Measurement: The systematic process of collecting, analyzing, and interpreting data and
information to evaluate and assess the extent to which an organization's objectives are being achieved,
often using key performance indicators and metrics.
1.12 Organisational of the study:

Chapter One: Introduction

This chapter provides an overview of the research topic, including the rationale for studying the effect of
innovation management on organization performance. It introduces YO's Care as the case study
organization and highlights the significance of the research. The chapter also outlines the objectives,
research questions, and scope of the study.

Chapter Two: Literature Review

In this chapter, a comprehensive review of existing literature related to innovation management and
organization performance is presented. It examines relevant theories, models, and empirical studies
that explore the relationship between innovation management and organizational outcomes. The
literature review identifies gaps, inconsistencies, and trends in the research, setting the foundation for
the current study.

Chapter Three: Research Methodology

This chapter describes the research methodology employed in the study. It outlines the research design,
population, and sampling techniques used to select participants from YO's Care. The chapter also
discusses the data collection methods, such as surveys, interviews, or observation, and any ethical
considerations. Additionally, it explains the data analysis techniques to be used in Chapter Four.

Chapter Four: Data Analysis, Discussion, and Findings

In this chapter, the collected data is analyzed and interpreted. The findings are presented, addressing
the research questions and objectives. The analysis could include quantitative or qualitative techniques,
such as statistical analysis or thematic coding. The chapter includes a discussion of the results in the
context of the literature review, highlighting key findings, patterns, and insights.
Chapter Five: Conclusions and Recommendations

The final chapter summarizes the main findings of the study and draws conclusions regarding the effect
of innovation management on organization performance based on the case study of YO's Care. It also
provides recommendations for practitioners and policymakers to enhance innovation management
practices and improve organization performance. The chapter may also discuss the study's limitations
and suggest directions for future research.

The references:

1. Chesbrough, H. (2003). Open innovation: The new imperative for creating and profiting from
technology. Harvard Business Press.

2. Damanpour, F. (2014). Footnotes to research on management innovation. Journal of Management

Studies, 51(8), 1333-1358.

3. Dodgson, M., Gann, D., & Phillips, N. (2013). The Oxford handbook of innovation management. Oxford
University Press.

4. Edquist, C. (Ed.). (2010). The Oxford handbook of innovation. Oxford University Press.

5. Kattara, H., & El-Said, O. A. (2018). The impact of innovation management on organizational
performance: A conceptual framework. International Journal of Innovation Management, 22(05),
1850040.

6. Liao, S. H., Fei, W. C., & Liu, C. T. (2008). Relationships between knowledge inertia, organizational
learning and organization innovation. Technovation, 28(4), 183-195.
7. Mohebbi, E., & Nouri, A. (2019). The effect of innovation management on organizational
performance: The mediating role of organizational learning capability. Journal of Innovation &
Knowledge, 4(2), 113-122.

8. Oke, A., Burke, G., & Myers, A. (2007). Innovation types and performance in growing UK SMEs.
International Journal of Operations & Production Management, 27(7), 735-753.

9. Tidd, J., Bessant, J., & Pavitt, K. (2005). Managing innovation: Integrating technological, market, and
organizational change. John Wiley & Sons.

10. Zahra, S. A., & George, G. (2002). Absorptive capacity: A review, reconceptualization, and extension.
Academy of management review, 27(2), 185-203.

The effect of innovation management on organisation performance .

A case study of YO Care ,juba south Sudan

By

Tutnyang Malith Riek

REG NO: 17-SBM- 371

SUPERVISED BY : Mrs Nyanwel 9Karlo Ayuel

A RESEARCH WILL BE SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF
BACHELOR DEGREE INBusinessadministration

SCHOOL Of BUSINESS AND MANAGEMENT

UNIVERSITY OF JUBA

OCTOBER 2023