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I WILL ATTACH A PROPOSAL WITH A MIXED METHOD SINCE IT EVALUATES PRODUCTIVITY AND SATISFACTION. STILL, I NEED THE PAPER TO BE CHANGED TO ONLY PRODUCTIVITY AND QUANTITATIVE METHOD. EVERYTHING WITH MIXED METHODS SHOULD BE DELETED AND WE NEED A NEW HYPOTHESIS ONLY FOR THE QUANTITATIVE METHOD IN ORDER TO STUDY PRODUCTIVITY. ALSO, EVERYTHING WILL BE WITH EXISTING DATA MEANS NOTHING SHOULD SAY INTERVIEWS OR SO. ONLY EXISTING DATA. COLLECTING DATA AND HOW WE STUDY DATA, HYPOTHESIS ALL OF THAT SHOULD BE ADAPTED TO ONLY QUANTITATIVE METHOD AND ONLY EMPLOYEE PRODUCTIVITY 

Using proper APA format, support your answers with scholarly research, examples, and evaluation. Appraise your peers’ postings and provide substantive feedback.
Evaluate and comment on the postings and views of at least two peers concerning their rationales and examples used to justify their responses.
Discussion Question
The following are common organizational barriers to innovation and entrepreneurial behavior:
Lack of management commitment
Vague or missing measures of performance
No incentives for success
Penalties for failure
Resistance to change (desire to keep a narrow market focus or cling to present products)
Conversely, the following are characteristics of organizations that encourage innovation and entrepreneurial behavior:
Supportive
Protective
Tolerant
Trusting
Sharing
Experimental
Discuss your current organization or one with which you are familiar, whether local, regional, national, or international in scope, in terms of these negative and positive organizational traits as they relate to innovation and entrepreneurial behavior.
The final paragraph (three or four sentences) of your initial post should summarize the one or two key points that you are making in your initial response.
Your posting should be about 1 page (400 to 500 words) in length.
Stuednts to respond to:
Student 1:
Brandon Boulware
My current organization is a company named iSolved which is a human capital management company that specializes in human resources platform that’s capable of processing all your needs in one. There are both positives as well as negatives in terms of organizational traits in which they influence innovation as well as entrepreneurial behaviors. For example, let’s take a look into the negatives which begins with the lack of lack of management commitment in terms of innovation. Granted the organization has survived for as long as it has based upon the current platform design and technology but often being an employee of isolved I understand the needs and the wants of those who purchase the software for their company. 
Management tends to overlook these needs and wants based upon them attempting to capitalize on short term goals instead of long-term financial aspects and in the process this noticeable issue causes organizations to not renew their contracts and proceed with competitors such as ADP or paychex. The lack of commitment is due to management does not emphasize the utilization of resources that are available in order to push innovation to the next level. In addition, isolved failure to push innovation does tend to create discouragement in employees such as myself because when clients call in requesting certain things that may be a legal concern and I understand this need and the service is not made available this can make the job a little more challenging being that there is nothing I can really do to assist the client or even to tell them when things will change.
Furthermore, the biggest setback at this point is the executives not being able to adapt to a changing environment. According to (Paul Lawrence), even the more petty forms of the resistance could be troublesome. In doing so, this leads to consistent layoffs within the organization and dismissal of good employees in order to cut cost in other areas. Whereas, on the other side the organization positive consists of great characteristics such as putting the people first and creating a somewhat fun work environment. 
The key performance indicator refers to the quantifiable measurements used in order to gauge an organizations overall long-term performance, (Alexandra Twin). Isolved KPIs in my department our based how many cases are closed on a daily. The average amount of cases that should be closed on a day-to-day basis is 15 as well as responded too. “Business compliance is a phrase that makes many an entrepreneur cringe, (Nellie Aklap). But despite the lack of affection for those two words, business owners must take them seriously, (Nellie Aklap). The possible consequences for noncompliance range from mild inconvenience to devastating disaster, (Nellie Aklap).
Inclosing within my organization there are both positives as well as negatives in this ever so changing market. Ultimately the lack of change is the key factor that’s prohibiting them from being able to keep up the larger names in human capital management and the only way to handle foreseeable change is to deal the culture that’s leads the organization. 
Reference:
Twin, A. (2024b, January 30). Kpis: What are key performance indicators? types and examples. Investopedia. https://www.investopedia.com/terms/k/kpi.asp
Akalp, N. (2023, February 20). The consequences of noncompliance in business. CorpNet. https://www.corpnet.com/blog/the-consequences-of-noncompliance-in-business/#:~:text=There%20may%20be%20fines%2C%20back,to%20fulfill%20its%20compliance%20requirements.
Lawrence , P. (2024, April 18). How to deal with resistance to change. Harvard Business Review. https://hbr.org/1969/01/how-to-deal-with-resistance-to-change
Student 2:
Sheila Pennyman 
Cultivating innovative thinking that leads to the development of new ideas, products, and services capable of enhancing our world is crucial for fostering creativity and driving progress. Overcoming barriers to innovation is essential for this purpose. Common barriers exhibited by most innovative organizations include: resistance to change, lack of management commitment, vague or missing performance measures, lack of incentives for success, and penalties for failure. To address these challenges, organizations should exhibit characteristics that promote innovation and entrepreneurial behavior. This includes being supportive of new ideas, protecting innovative projects from unnecessary scrutiny, being tolerant of calculated risks, building trust within teams, sharing knowledge and resources, and creating an environment that encourages experimentation.
The organization being analyzed is a medium-sized manufacturing firm with 2500 employees. The first barrier the organization faces is resistance to change. Many individuals may be inclined to adhere to the status quo, follow established procedures, or steer clear of uncertain situations (LinkedIn Community, 2024). The employees often resist change and hold a negative attitude towards implementing new processes or technology upgrades. Their reluctance to deviate from traditional work methods acts as a barrier to innovation. Many fear that automation may lead to job loss, prompting a collective opposition to technology implementation in process-related tasks. The next barrier is a lack of management commitment. This commonly occurs when team members, management, or stakeholders have conflicting goals, priorities, or expectations for an innovation project (LinkedIn Community, 2024). Misalignment in these areas can lead to confusion, conflict, or inefficiency during innovation. The lack of commitment can obstruct the successful execution of innovative initiatives and hinder progress toward achieving desired outcomes (Anthony et al., 2019).
Another barrier to innovation and entrepreneurial behavior is vague or missing measures of performance. Implementing new ideas often requires a significant amount of research and development, which can vary in duration from a few days to several months, based on the project’s complexity. Without clear targets and motivations to propel this process, there’s a risk that ideas may lose momentum and fail to advance. Another barrier is the lack of incentives for success. When no environment values and encourages innovation, inspiring people to think creatively and take risks can be difficult. Lead by example by demonstrating your commitment to innovation and emphasizing its importance for the organization. Foster and incentivize innovation, making it an integral part of your organizational values. The final barrier is the penalties for failure. The fear of facing consequences, criticism, or financial loss can be a significant barrier to taking risks, experimenting, or trying new things (LinkedIn Community, 2024). This fear can hinder people from exploring new opportunities, receiving feedback, and adapting to change.
The supporting organization possesses numerous attributes, such as providing stability and additional employee incentives based on individual and company performance. Employees should be willing to take ownership and demonstrate complete commitment (Hisrich & Kearney, 2013). Proper training development and awareness of advanced technology in their respective fields offer fresh perspectives to the employees, making them more mindful and proactively engaged in learning. Trusting employees with new projects and supporting their suggestions for new ideas enhances their loyalty to the company.
Many innovative organizations need to overcome common barriers that can hinder their progress. These barriers typically include resistance to change, a lack of commitment from management, unclear or missing performance measures, a shortage of incentives for success, and penalties for failure. To surmount these challenges, organizations need to embody specific characteristics that encourage and foster innovation and entrepreneurial behavior. This involves actively supporting new ideas, shielding innovative projects from unwarranted criticism, demonstrating tolerance for calculated risks, fostering trust within teams, promoting knowledge and resource sharing, and establishing an environment that actively encourages experimentation and learning.
References
Anthony, S. D., Cobban, P., Nair, R., & Painchaud, N. (2019, November). Breaking down the barriers to innovation. Harvard Business Review. https://hbr.org/2019/11/breaking-down-the-barriers-to-innovation
Anthony, S. D., Cobban, P., Nair, R., & Painchaud, N. (2019, November). Breaking down the barriers to innovation. Harvard Business Review. https://hbr.org/2019/11/breaking-down-the-barriers-to-innovation
Hisrich, R. D., & Kearney, C. (2013). Managing innovation and entrepreneurship (1st ed.). SAGE Publications.
Hisrich, R. D., & Kearney, C. (2013). Managing innovation and entrepreneurship (1st ed.). SAGE Publications.
LinkedIn Community. (2024). What are the most common barriers to innovation? Linkedin. https://www.linkedin.com/advice/0/what-most-common-barriers-innovation-skills-creative-strategy
LinkedIn Community. (2024). What are the most common barriers to innovation? Linkedin. https://www.linkedin.com/advice/0/what-most-common-barriers-innovation-skills-creative-strategy
Submission Details:
Submit your posting to the Discussion Area by the due date assigned. Respond to at least two posts by the end of the week.