Similar structures, different interpretations: perceived possibilities for employee-driven innovation in two teams within an industrial organisation

Lempiälä, Tea; Yli-Kauhaluoma, Sari; Näsänen, Jaana

doi:10.1504/ijeim.2018.092958

Cited by 9 publications

(11 citation statements)

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“…EDI is a concept that describes innovation whereby a new idea, product or process is initiated and implemented by a single employee or by the joint effort of two or more employees (Kesting and Ulhøi 2010;Høyrup 2010). EDI emphasizes innovation as a process wherein ordinary employees are seen as the primary sources and drivers of innovation (Saari et al 2015;Lempiala and Yli-Kauhaluoma 2019;Holmquist and Johansson 2019;Kurz et al 2018). Because these employees are not required to be involved in innovation, EDI is therefore described as an extra role behavior (Renkema 2018;Buhl 2018).…”

Section: Employee-driven Innovationmentioning

confidence: 99%

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: Employee-driven Innovationmentioning

confidence: 99%

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

Echebiri

Amundsen

Engen

2020

Administrative Sciences

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“…In the EDI literature, there is in fact a tendency to promote autonomy and freedom as essential element to foster employees' innovativeness and involvement (Echebiri, 2020;Lempiälä et al, 2018) and to focus more on bottom-up approaches compared with top-down approaches. If employees have autonomy in their job, they experience feelings of competence and self-determination, and they propose innovations without following a structured process (Kurz et al, 2018).…”

Section: Natta and Fermi: An Example Of Integrative Practicesmentioning

confidence: 99%

“…Currently, most of the studies have explored the conditions or antecedents for EDI. Research has been focused both on individual conditions (e.g., Lempiälä et al, 2018;Weigt-Rohrbeck & Linneberg, 2019) and organizational arrangements (e.g., Lotz, 2018;Sorensen et al, 2018) to foster EDI. For example, Echebiri (2020) identifies individual-level antecedents of EDI, showing that self-leadership has a positive relationship with employee-driven innovation and the need for autonomy has an indirect association with EDI.…”

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To control or not to control: How to organize employee‐driven innovation

2022

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Nowadays organizations are increasingly understanding the relevance of employees for innovation. Innovative initiatives that involve larger groups of employees, despite their role and hierarchical position, are more and more diffused within companies. However, the literature on this topic is still at its infancy, especially considering those initiatives that are structured and organized by management. Using multiple case studies, performing 34 semistructured interviews in five different companies, we investigate how managers navigate alternative design choices when they organize employee‐driven innovation (EDI). Our findings suggest companies adopt different structures to organize EDI (i.e., open, closed, and hybrid), depending on the desired goals they want to achieve (i.e., creating a community or producing innovation). In this paper, we provide a clustering of different EDI practices (i.e., community‐nurturing practices, solution‐based practices, and integrative practices), outlining how managers can configure different design choices (e.g., topic definition, team creation, ideas transfer, ideas filtering and evaluation, and task division and allocation) to drive employees' involvement and to produce innovation.

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“…To attain the potential benefits of novel ideas, organizations thus need employees to go out of their way to mobilize support for innovative ideas, as manifest in championing efforts (Walter et al, 2011). In addition to enhancing the organization's innovative capabilities (Howell, 2005;Lempi€ al€ a et al, 2018), such efforts can be to the advantage of idea champions themselves too, who likely achieve greater network centrality (Wichmann et al, 2015) or job performance (Haq et al, 2020).…”

Section: Changeoriented Leaders and Idea Championing 1395mentioning

confidence: 99%

“Things have to change!” How and when change-oriented leaders and idea championing employees can address organizational underperformance through performance pressures

Azeem

Clercq

Haq

2022

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PurposeThis study investigates how and when employees' exposure to organizational leaders who propose major changes might direct those employees toward efforts to mobilize support for innovative ideas. It specifically theorizes a mediating role of performance pressure beliefs and a moderating role of perceived organizational underperformance in this process.Design/methodology/approachThree-wave, multi-rater survey data were collected among employees and their supervisors across various industries.FindingsA critical explanatory mechanism that links change-oriented leadership with enhanced championing efforts is that employees experience performance-related hardships. The extent to which employees perceive that their organization is unable to meet its own performance targets triggers this process.Practical implicationsFor organizational decision makers, the findings identify results-driven pressures as key mechanisms by which employees' exposures to change-oriented leadership can be leveraged to promote novel ideas. This translation is more likely among employees who are convinced that there is significant room for organizational improvement.Originality/valueThis study unravels the previously unexplored link between change-oriented leadership and idea championing, pinpointing the influences of two performance-related aspects: beliefs about strenuous organization-induced performance expectations and perceptions of an underperforming employer.

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Similar structures, different interpretations: perceived possibilities for employee-driven innovation in two teams within an industrial organisation

Cited by 9 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

To control or not to control: How to organize employee‐driven innovation

“Things have to change!” How and when change-oriented leaders and idea championing employees can address organizational underperformance through performance pressures

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