Employee‐driven innovation: extending the license to foster innovation

Kesting, Peter; Ulhøi, John P.

doi:10.1108/00251741011014463

Cited by 238 publications

(279 citation statements)

References 60 publications

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“…Significant statistical evidence reveals modest positive effects on both organisations and individuals in organisations that engage in workplace innovation (Pot 2011;Pot et al 2012). However, there is some evidence that ungoverned employee participation in innovation decisions could be counterproductive from an organisational perspective (Kesting and Parm Ulhøi 2010).…”

Section: Learning and Employee-driven Innovationmentioning

confidence: 99%

Conditions for Employee Learning and Innovation – Interweaving Competence Development Activities Provided by a Workplace Development Programme with Everyday Work Activities in SMEs

Lundkvist

Gustavsson

2017

Vocations and Learning

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The aim of this article is to investigate how the formal competence development activities provided by the Production Leap, a workplace development programme (WPDP), were interwoven with everyday work activities and to identify the conditions that enabled learning and employee-driven innovation that contributed to production improvement, in small and medium-sized enterprises (SMEs) in Sweden. The study adopts a qualitative case approach and draws on evidence from research conducted in four manufacturing SMEs that participated in this Swedish WPDP. Funded by EU authorities, WPDPs provide competence development activities to SMEs in order to boost their production capabilities and/or promote innovation. The findings reveal that the competence development activities provided by the programme triggered learning in everyday work activities and fostered the development of different approaches to employee-driven innovation in the enterprises. The conclusion is that it is essential to consider that employeedriven innovations may take different forms and involve functions that can support innovative learning that goes beyond minor adjustments to the existing standards of production. Moreover, employee-driven innovation may impose new demands on management leadership skills. The findings provide important guidance for future WPDPs, for vocational education and training or university activities that are customised to SME contexts to promote production capabilities, and for SMEs that aim to strengthen employee-driven innovation.

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Section: Learning and Employee-driven Innovationmentioning

confidence: 99%

Conditions for Employee Learning and Innovation – Interweaving Competence Development Activities Provided by a Workplace Development Programme with Everyday Work Activities in SMEs

Lundkvist

Gustavsson

2017

Vocations and Learning

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“…Manufacturing companies do not usually explicitly strive for innovative outputs, but still welcome innovative behavior and ideas from 'ordinary' employees, from shop-floor workers and professionals to middle managers (Kesting & Ulhøi, 2010). Since all organizational members can possess creative skills and problem-solving abilities, even 'routine' workers can engage in IWB.…”

Section: Data Collection and Samplementioning

confidence: 99%

“…As such, providing 'an environment for idea generation' and a fostering climate, i.e. one in which there is a general acknowledgement of ordinary employees, a balanced power game between the hierarchical layers, and a tolerance of failures and the opportunity to learn from them (Kesting & Ulhøi, 2010), can support all employees in engaging in IWB, even in routinized and standardized companies.…”

Section: Data Collection and Samplementioning

confidence: 99%

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Bos-Nehles

Veenendaal

2017

The International Journal of Human Resource Management

216

192

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The purposes of this paper are to explore the effect that perceived HR practices have on the innovative work behavior (IWB) of individual workers and to examine the role that an innovative climate plays in this relationship. We hypothesize that employees will show greater IWB if they perceive the organizational climate to support innovation and perceive the presence of HR practices related to a compensation system, training and development, information sharing, and supportive supervision. Using data from 463 individuals in four Dutch manufacturing companies, the study tests the effects of employees' perceptions of HR practices and of an innovative climate on their innovative behaviors. We found that employee perceptions of a compensation system are negatively related to IWB, and that employee perceptions of information sharing and supportive supervision are positively related to IWB. The effect of perceptions of information sharing and training and development on IWB are moderated by an innovative climate, in such a way that information sharing has a stronger effect on IWB and training and development a weaker one. Managers can stimulate innovative behavior by investing in information sharing, supportive supervision, and establishing an innovative climate.

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“…De Jong & Hartog [4]). Employee innovativeness can effectively foster the innovation in the firm (Kesting & Ulhøi [5]) and eventually contribute to SMEs performance.…”

Section: A Employee Innovativenessmentioning

confidence: 99%

Perception on training and employee innovativeness: An evidence from small firms

Abdullah

Ping

Wahab

et al. 2014

2014 IEEE International Conference on Management of Innovation and Technology

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-Small firms have been recognized as the pillar of industrial development in Malaysia. However, recent report indicates that majority of small companies are noninnovating companies. One of causes cited is the lack of welltrained workers. Furthermore, there are limited studies that focus on the role of training on employee innovativeness especially among small firms. Therefore, this study aims to examine the relationship between perception on training and employee innovativeness among employees of small firms. A total of 182 employees from 36 small firms participated in this survey. Descriptive analysis and regression analysis were used to describe constructs' central tendency and variability and test the hypotheses respectively. It is found that training explained 28.8% of variance in employee innovativeness. Training is proved to be one of the significant predictors of employee innovativeness and all its dimensions (opportunity exploration, idea generation, idea promotion and idea implementation). This finding accentuates the importance of training among small firms, which should go beyond on-job training. In the face of business challenges, small firms need to promote employee innovativeness through training.

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Employee‐driven innovation: extending the license to foster innovation

Cited by 238 publications

References 60 publications

Conditions for Employee Learning and Innovation – Interweaving Competence Development Activities Provided by a Workplace Development Programme with Everyday Work Activities in SMEs

Conditions for Employee Learning and Innovation – Interweaving Competence Development Activities Provided by a Workplace Development Programme with Everyday Work Activities in SMEs

Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate

Perception on training and employee innovativeness: An evidence from small firms

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