Democratizing Innovation in the Digital Era: Empowering Innovation Agents for Driving the Change

Riel, Andreas; Messnarz, Richard; Woeran, Bruno

doi:10.1007/978-3-030-56441-4_57

Cited by 10 publications

(3 citation statements)

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“…The concept co-worker here refers to all employees, and a co-worker is viewed as an autonomous actor of the collective structure in a manufacturing organization. Co-workership originates from a Scandinavian workplace context and the concept is related to followership (Collinson, 2006) and empowerment (Riel et al, 2020). However, it is strongly based on the idea of flatter organizations, cross-functional collaboration, employee autonomy and contribution, and employee inclusion in decision-making (Kilhammar and Ellstr€ om, 2015).…”

Section: A Co-workership Wheel Approachmentioning

confidence: 99%

“…Employees taking initiatives to generate, develop and implement ideas may be viewed as key contributors to an organization's innovation processes (Opland et al, 2022). The empowerment of employees to push creativity, digital initiatives and innovations from bottom-up in organizations is stressed to keep up the speed of digital transformation (Riel et al, 2020).…”

Section: Ejimmentioning

confidence: 99%

“…When increasing employee involvement and empowerment (Riel et al, 2020), it is important to strive toward transparent communication that is characterized by openness, as recognized in…”

Section: Inclusive Organizational Changementioning

confidence: 99%

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Management toward Industry 5.0: a co-workership approach on digital transformation for future innovative manufacturing

Olsson,

Eriksson,

Carlsson

2024

EJIM

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Purpose The purpose is to apply the co-workership approach to contribute guidelines for manufacturing managers to exploit the potential of digital technologies through a human-centric perspective.Design/methodology/approach A longitudinal single case study within manufacturing including a mix of qualitative methods with 18 in-depth interviews and focus groups with 25 participants covering all organizational levels and functions.Findings Findings demonstrate that to re-interpret manufacturing management through the lens of Industry 5.0 (I5.0), managers need to respond to the call for a more human-centric perspective by focusing on organizational prerequisites, such as holistic understanding, inclusive organizational change, leadership practices, learning and innovation processes.Research limitations/implications Limitations due to a single case study are compensated with rich data collected over time with the strengths of mixed methods through in-depth interviews and focus groups with participants reflecting and developing ideas jointly.Practical implications Managers’ awareness of organizational prerequisites to promote human perspectives in all functions and at all levels in digital transformation is pivotal. Thus, proposed organizational prerequisites are presented as managers’ guidelines for future innovative manufacturing.Social implications Findings emphasize the need for digital transformation managers to apply a human-centric perspective acknowledging how organizational changes affect the inclusion of employees, and thus challenge culture, structure, communication and trust toward I5.0.Originality/value The study contributes to the emerging field of I5.0 by applying an interdisciplinary approach to understand the elusive phenomena of enfolding technology and humans.

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Section: A Co-workership Wheel Approachmentioning

confidence: 99%

Section: Ejimmentioning

confidence: 99%