Assessing the impact of Innovation, Imitation, and Invention on the Decisional Roles of Managers in Multinational Corporations [MNCs]

Prof. Micheal Sunday IKUPOLATI; Adebisi Olayinka ABOLUWADE

Prof. Micheal Sunday IKUPOLATI University of America, Temecula, California, USA
Adebisi Olayinka ABOLUWADE University of America, Temecula, California, USA

Keywords: Innovation, Imitation, Invention, , Decisional Roles, Multinational Corporations

Abstract

This study assessed the impact of innovation, imitation, and invention on the decisional roles of managers in multinational corporations (MNCs) operating in Nigeria. The motivation for the research stemmed from the growing importance of knowledge-based and technology-driven management practices in enhancing decision-making efficiency, adaptability, and competitiveness in a globalized business environment. The study aimed to determine how these three dimensions of creativity and strategic adaptation influence managerial decisions in dynamic organisational contexts. Grounded in the Innovation Diffusion Theory and Dynamic Capabilities Framework, the study adopted an explanatory research design with a quantitative approach. Data were collected through structured questionnaires distributed to 260 managers and staff across selected MNCs, out of which 235 valid responses were retrieved, representing a 90% response rate. Statistical analysis using Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to test the hypothesized relationships.The results showed that innovation was the most influential factor with a positive impact on decision positions of managers (0.557, p < 0.05), then invention (0.248, p < 0.05) and imitation (0.201, p < 0.05). These findings demonstrate that creative and adaptive practices are highly important in enhancing the efficiency of managerial decisions made, strategic planning and responsiveness to market dynamics. The paper concludes that it is necessary to be consistent in investing in innovative capability and organizational learning systems in order to increase managerial performance in multinational enterprises. Its recommendations are that the corporate leaders and policy makers initiate formulated innovation policies, institute capacity-building schemes, and pursue digital transformation strategies as a way of enhancing decision quality and global competitiveness in the multinational industry.

Author Biography

Prof. Micheal Sunday IKUPOLATI, University of America, Temecula, California, USA

Department of Business Administration

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