Theinnovation provided on breakthrough innovation as being disruptive isquite correct. The information provided concurs with a study by Guo,Su, and Ahlstrom who argue that business model innovation is based ona series of experimentation modules with some of the processes beingdisruptive (2015). The argument on the alignment of organizationmembers to the model’s expectations is true since the design canonly be successful if the human resource adapts to the innovation.The response provided concords with Baden-Fuller and Haefliger whobelieve that the link between business models and technologicalinnovation cannot be broken (2013). Moreover, a breakthrough businessmodel is quite significant in solvingtheproblem of identifying market needs and the organization’scustomers. However, the relationship does not admit that abreakthrough innovation can fail to compete with other isolatedclaimants if a good design is not adopted (Spieth, Schneckenberg, &Ricart, 2014).
Iconcur with the response provided in the sense that going abroadallows an individual to gain more information regarding differentcultures considering that beliefs are not universal and are onlydeveloped by a collective group. de Bloom, Ritter, Kühnel, Reinders,and Geurts, (2014) believe that providing the human resourcepractitioners an opportunity to travel abroad increases theircreativity through various ways such as stress reduction, heighteningpositive feelings, and diversification of experiences. Lücke,Kostova, and Roth (2013) also confirm that enhancing multiculturalismwithin an organization, especially multinationals is quite importantin increasing productivity. The multiculturalism helps anorganization to meet market needs which is in line with theresponse’s argument. Moreover, the response understands thepsychological effect associated with allowing the employees to travelabroad during the course of their work. Kim, Vincent, and Goncalo,(2013) indicate that social rejection also fuels creativity, a factthat has not been advocated for in the response. This indicates thatthe response did not consider other factors that may increasecreativity while providing an argument.
Baden-Fuller,C. & Haefliger, S. (2013). Business Models and TechnologicalInnovation. LongRange Planning,46(6),419-426. http://dx.doi.org/10.1016/j.lrp.2013.08.023
deBloom, J., Ritter, S., Kühnel, J., Reinders, J., & Geurts, S.(2014). Vacation from work: A ‘ticket to creativity’?. TourismManagement,44,164-171. http://dx.doi.org/10.1016/j.tourman.2014.03.013
Guo,H., Su, Z., & Ahlstrom, D. (2015). Business model innovation: Theeffects of exploratory orientation, opportunity recognition, andentrepreneurial bricolage in an emerging economy. AsiaPacific Journal Of Management,33(2),533-549. http://dx.doi.org/10.1007/s10490-015-9428-x
Kim,S., Vincent, L., & Goncalo, J. (2013). Outside advantage: Cansocial rejection fuel creative thought?. JournalOf Experimental Psychology: General,142(3),605-611. http://dx.doi.org/10.1037/a0029728
Lücke,G., Kostova, T., & Roth, K. (2013). Multiculturalism from acognitive perspective: Patterns and implications. JournalOf International Business Studies,45(2),169-190. http://dx.doi.org/10.1057/jibs.2013.53
Spieth,P., Schneckenberg, D., & Ricart, J. (2014). Business modelinnovation – state of the art and future challenges for the field.R&DManagement,44(3),237-247. http://dx.doi.org/10.1111/radm.12071