Key mechanisms for employee-driven innovation in governmental client organisations

Sørensen, Henrik Toft; Ussing, Lene Faber; Wandahl, Søren; Christensen, Randi Muff

doi:10.1504/ijeim.2018.092987

Cited by 4 publications

(7 citation statements)

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“…These findings indicate that empowerment is a useful and promising concept to enable employees engage in innovation activities. In general, this is consistent with early qualitative studies in which management practices were found to be important for EDI (e.g., Sorensen and Ussing 2018;Voxted 2018;Hansen et al 2017).…”

Section: Discussion Implications and Limitationssupporting

confidence: 89%

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Echebiri

Amundsen

Engen

2020

Administrative Sciences

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This paper aims to link structural empowerment to employee-driven innovation (EDI) with psychological empowerment as a mediation mechanism. Recently, there has been an increase in interest in utilizing all sources of knowledge in an organization to stimulate innovation among all employees. A clear understanding of some of the mechanisms used to achieve this is needed. The paper applies a quantitative approach based on two studies. Study 1 involved a total of 228 employees in a public sector organization, while study 2 involved 60 employees from a private sector organization. We employed structural equation modeling to test the hypothesized relationships among the variables. It was determined that both structural empowerment and psychological empowerment have a direct positive association with EDI. Second, the relationship between structural empowerment and EDI was partially mediated by psychological empowerment. EDI can only happen in an organization if employers and managers empower the ordinary employees to not only generate creative ideas but also to participate in its development and implementation.

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Section: Discussion Implications and Limitationssupporting

confidence: 89%

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Echebiri

Amundsen

Engen

2020

Administrative Sciences

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“…Sauermann and Cohen (2010) found that both forms of motivation influence the quality of effort individuals put into implementing ideas. Empirical research suggests that intrinsic motivation increases levels of responsibility, attitude and personal initiative, a personality trait commonly associated with successful idea implementation (Miron et al, 2004; Sorensen et al, 2018).…”

Section: Resultsmentioning

confidence: 99%

“…Although these factors are significant in both stages of the innovation process, we posit that they carry greater weight in the implementation stage due to the heightened need for individual tenacity in comparatively long-winded implementation processes. This claim is supported by the presence of factors unique to implementation, such as positive psychological capital (Agarwal & Farndale, 2017) and attitudes of commitment (Hendy & Barlow, 2012), ownership (Sorensen et al, 2018) and responsibility (Audretsch et al, 2021), which offer additional internal resources to perform demanding tasks through adversity to successful completion.…”

Section: Actionmentioning

confidence: 99%

From ideas to innovations: The role of individuals in idea implementation

Valtonen,

Kimpimäki,

Malacina

2023

Creat Innov Manage

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The extant literature has underlined the pivotal role of individuals in innovation implementation. However, we are still missing a holistic understanding of the individual‐level factors necessary for idea implementation. Based on a systematic content analysis review of 125 articles, we identify six categories of individual‐level factors that have been found to promote the successful implementation of innovations: expertise, motivation, cognitive factors, personality traits, attitudes and social skills. Drawing on previous theoretical developments, we present an extended model of creativity and innovation in organizations and provide a more comprehensive understanding of the idea implementation stage. Finally, we draw some potentially important implications for research and practice and offer directions for future research.

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“…Other authors explored some organizational practices that may facilitate EDI: Sorensen et al (2018) identify specific mechanisms that are key to implementing EDI in a governmental client organization (i.e. organizational trust, innovation safety, organizational practices, cultural settings, and the recognition and rewards structure that motivate employees).…”

Section: Employee-driven Innovation and Leadershipmentioning

confidence: 99%

Leading innovation through employees’ participation: Plural leadership in employee-driven innovation practices

2021

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Plural leadership has gained a lot of attention, challenging traditional individualistic leadership models and moving the focus to the dynamic and collective nature of leadership. This leadership paradigm seems particularly relevant in situations where plurality is involved to cope with complexity and uncertainty: a valid example is the context of innovation. In this study, we explore how plural leadership works in the context of employee-driven innovation (EDI), since these initiatives can provide interesting insights about the interactions between formal and informal leaders. Our empirical analysis supports the idea that EDI involves plural leadership. We identified some similarities with two of the streams theorized by Denis, Langley and Sergi (2012) in “Leadership in the Plural”, namely “sharing leadership in teams” and “producing leadership through interaction.” Through multiple case studies, it was possible to extend those streams and to deepen our understanding of the relationship between formal and informal leaders. We conceptualized two leadership roles (i.e., process leadership and content leadership), which enable plural leadership to meet the competing demand of exploration and exploitation, and we revealed elements that help explain why and when leadership is shared between multiple individuals.

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Key mechanisms for employee-driven innovation in governmental client organisations

Cited by 4 publications

References 0 publications

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

Linking Structural Empowerment to Employee-Driven Innovation: The Mediating Role of Psychological Empowerment

From ideas to innovations: The role of individuals in idea implementation

Leading innovation through employees’ participation: Plural leadership in employee-driven innovation practices

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