The Palgrave Handbook of Workplace Innovation
- 2021
- Book
- 1. edition
- Editors
- Adela McMurray
- Nuttawuth Muenjohn
- Chamindika Weerakoon
- Publisher
- Springer International Publishing
About this book
Innovation is a source of building long-term sustainability. If implemented successfully it can lead to superior organizational performance. To be competitive, companies and their leaders continuously strive to engage in new market spaces by developing and engaging in an innovative culture so as to differentiate themselves from their rivals.
With contributions from scholars and practitioners, this Handbook provides evidence-based case studies to identify workplace innovation practices in developed and developing countries. Chapters are based on an organizational innovation framework and focuses on two major areas: the determinants of innovation and the process and outcome elements. It covers in-depth, cutting edge specialised topics such as frugal innovation, innovation associated with leadership as well as numerous organisational contexts such as for-profit and not for profit sectors and small, medium and large organisations.
Essential reading for any student or scholar of innovation studies, this handbook provides novel coverage of innovation practices linked to organizational variables such as culture, ethics, leadership and performance.
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Table of Contents
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Frontmatter
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Workplace Innovation in Contexts
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Frontmatter
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1. The Introduction: An Overview to Workplace Innovation Research
Chamindika Weerakoon, Adela McMurrayThe chapter 'The Introduction: An Overview to Workplace Innovation Research' offers a comprehensive examination of workplace innovation literature, highlighting its growth and key knowledge domains. Utilizing a systematic literature search and bibliometric analysis, the authors identify six main knowledge clusters and discuss the growth patterns of workplace innovation research. The analysis reveals gaps in the literature, such as the lack of clear conceptualization and the focus on specific research contexts. The chapter concludes by outlining the objectives and approach of the book, which aims to address these gaps and expand the boundaries of workplace innovation research. The book is organized along six major themes, including workplace innovation in contexts, determinants, processes, outcomes, transformations, and ecosystems, and includes contributions from diverse global contexts and sectors.AI Generated
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AbstractThe objective of this chapter is to provide an overview to workplace innovation research and to rationalise the book’s focus. Growth trajectories and key knowledge clusters were uncovered by a citation network generated from 144 workplace innovation publications sourced from a systematic literature search executed in the Scopus database. The analysis identified the presence of six main knowledge clusters residing in leadership and organisational culture; forms of work organisation and quality of work; employee participation; occupational stress; occupational safety including health innovation and innovation in the social aspects of organisation. Future research areas were suggested in terms of level of analysis in research designs, organisational behaviour and practice, research contexts and research design methods. These provided the rationalisation of the book’s focus which is organised under the following six areas: workplace innovation in contexts, determinants, processes, outcomes, transformations and ecosystems. -
2. The Vital Elements of Organizational Innovation
Don Scott, Adela McMurrayThis chapter delves into the essential elements that drive organizational innovation, highlighting the critical role of innovation in an organization's sustainability and success. It explores how factors such as organizational size, structure, climate, culture, leadership, and management influence innovation processes. The chapter also presents a foundational model that integrates these elements, offering a holistic view of what is required to foster innovation within organizations. By examining the relationship between these factors and innovation, the chapter provides insights that can be applied across various industries to enhance innovative capabilities.AI Generated
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AbstractThe innovation literature is rich and diverse spanning across numerous disciplines to generate multiple diverse findings. This integrative study summarizes the literature to create a novel macro-model comprised of the six elements of climate, culture, structure, leadership, management and environment. The model has utility for academics and practitioners when developing an assessment of an organization’s innovation process and understanding the vital elements impacting on this process. -
3. Developing Workplace Innovation Policies in the European Union
Frank Pot, Peter Totterdill, Steven DhondtThe chapter traces the emergence of workplace innovation in Europe, starting from the post-WWII era and its roots in Sociotechnical Systems Design. It discusses the various terminologies and approaches used to describe workplace innovation, such as ‘innovative workplaces’ and ‘high involvement workplaces’. The text also explores the evidence supporting workplace innovation, highlighting its impact on both organizational performance and job quality. It delves into the policy interventions at the European level, from the mid-1990s to the present, and the challenges faced in implementing these policies. The chapter emphasizes the need for workplace innovation to address broader economic, technological, and labor market developments, and the importance of social dialogue in its implementation. It concludes by highlighting the ongoing efforts to promote workplace innovation and the potential benefits it can bring to organizations and society as a whole.AI Generated
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AbstractDeveloping organisational performance and job quality simultaneously has been an issue in European countries since the introduction of ‘scientific management’ more than 100 years ago. How to prevent ‘deskilling’ and ‘intensification’? After the Second World War policies have been developed to improve both productivity and job quality by, amongst other things, stimulating management—worker cooperation. However, these endeavours had to be reinforced regularly because the market mechanism does not provide a good jobs economy by itself. From the 1990s, the European Union developed a series of policies on ‘work organisation’, later ‘workplace innovation’. The newest challenge is to complement technological innovation with workplace innovation. -
4. Workplace Innovation in Practice: Experiences from the UK
Peter Totterdill, Rosemary ExtonThe chapter 'Workplace Innovation in Practice: Experiences from the UK' delves into the intricacies of workplace innovation, examining the high road and low road approaches to innovation and their impact on organizational performance and employee well-being. It draws on extensive European research and provides practical insights into successful workplace innovation practices, emphasizing the importance of employee participation and creative collaboration. The chapter also introduces 'The Essential Fifth Element', a framework designed to guide companies in implementing workplace innovation. Additionally, it discusses the Workplace Innovation Engagement Programme (WIEP) in Scotland, highlighting its impact on participating companies and the broader economic landscape. The chapter concludes by offering insights into the challenges and successes of workplace innovation, making it a valuable resource for professionals seeking to understand and implement innovative workplace practices.AI Generated
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AbstractWorkplace innovation is defined both by process and outcomes. It describes a participatory process of innovation leading to empowering workplace practices which, in turn, sustain continuing experimentation, learning, reflection and change. Workplace innovation is an inherently social process, building skills and competence through creative collaboration. It provides global concepts and practices as generative resources which organisational actors contextualise as ‘local theories’ to fit local circumstances. This chapter draws on UK experiences to demonstrate the nature of workplace innovation as a journey of learning and experimentation, one which can be stimulated and resourced by targeted support from policymakers. Lessons from these experiences relating to the design and implementation of future interventions are of wider relevance to enterprises, policymakers and other stakeholders internationally. -
5. Workplace Innovation in Government Organizations and Its Relationship with Organizational Culture
Leonie NewnhamThe chapter delves into the critical relationship between workplace innovation and organizational culture within government organizations. It presents a case study of a public sector department in Victoria, Australia, using an explanatory sequential mixed methods approach. The research identifies a significant relationship between public sector culture and workplace innovation, highlighting the importance of understanding this dynamic for fostering innovation in the public sector. The study contributes to the literature by providing empirical evidence from a context rarely explored, offering valuable insights for public sector managers and policymakers aiming to enhance innovation capacity in their organizations.AI Generated
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AbstractThis chapter addresses the relationship between organizational culture and workplace innovation in a public sector organization. The study identifies how organizational culture impacts on a public sector organization’s ability to innovate. The research was conducted within the context of a large public sector organisation in Victoria, Australia.. A case study approach was utilized using an explanatory sequential mixed methods approach based on a survey of 479 employees. Triangulation with qualitative data sourced from the survey and internal documents corroborated the findings. Public sector culture was identified as a significant antecedent of workplace innovation predicting 24.6% of variation and identifying significant variation in individual innovation, organizational innovation, team innovation and workplace innovation climate, which impacted an employee’s capacity to innovate. Group-level culture was particularly influential.
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Determinants of Workplace Innovation
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Frontmatter
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6. The Relationship Between Corporate Entrepreneurship Climate and Innovativeness: A National Study
Adela McMurray, Gerrit A. de Waal, Don Scott, Jerome D. DonovanThe chapter delves into the historical context of corporate entrepreneurship research, focusing on the strategic orientation and climate that fosters innovativeness within organizations. It introduces the Corporate Entrepreneurship Assessment Instrument (CEAI) and evaluates its components, such as management support, work discretion, rewards/reinforcement, and time availability. The study uses structural equation modeling (SEM) to test the relationships between these components and innovativeness, revealing significant positive associations. The findings contribute to the literature by identifying the key drivers of innovativeness within an organizational context, making the chapter a valuable resource for understanding the dynamics of corporate entrepreneurship and its impact on innovation.AI Generated
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AbstractInnovativeness is recognized as a central property of corporate entrepreneurship (CE), yet past findings were inconsistent when identifying this relationship. Drawing on a sample of 1415 Australian organizations, the study investigates the assumption that management support for CE, rewards/reinforcement, work discretion, organizational boundaries and time availability comprise the CE climate. A second assumption addresses how CE climate (CEC) contributes to innovativeness. The findings confirm the existence of an overarching (second-order) CEC construct and a statistically significant positive relationship with innovativeness. The two factors of management support for CE and rewards/reinforcement are strongly associated with innovativeness, thus supporting a distinction between CE climate factors. -
7. Innovating for the Future: Understanding Organizational Culture in Changing Cambodia
Andrew HenckThis chapter delves into the organizational culture of an international NGO operating in Cambodia, focusing on the pursuit of workplace innovation amidst rapid national development. The case study, conducted over three months, examines the cultural dynamics and factors critical for the organization's future success. Utilizing the Organizational Culture Assessment Instrument (OCAI), the research reveals gaps between the current and preferred cultures, with a strong desire to decrease hierarchical structures and increase agility and innovation. The findings highlight the organization's collective pursuit of innovative behaviors and the challenges of balancing control and innovation in a sector focused on safety and well-being. The chapter concludes with implications for future research and practice, emphasizing the need for a deeper understanding of organizational cultures in developing contexts.AI Generated
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AbstractThis case study takes place in the Cambodia country office of an international NGO (nongovernmental organization). During a 3-month culture study in this Southeast Asian country, employees and senior leaders sought to better understand their current organizational culture in light of a forthcoming global strategic planning process. Through interviews, focus groups, participant observation, and the Organizational Culture Assessment Instrument (OCAI), the current and aspired culture is diagnosed and priority gaps are identified. The implications for workplace innovation are discussed and recommendations for practice are offered. -
8. The Predictive Influences of Team Creativity, Creativity Willingness, Creative Ideation, and Leader Openness on Exploratory Innovation
Samuel Ogbeibu, Abdelhak Senadjki, James Gaskin, Iddrisu Mohammed AwalThis chapter delves into the critical factors influencing exploratory innovation in the context of team creativity, creativity willingness, creative ideation, and leader openness. It highlights the significance of these factors in driving organisational innovation, particularly in emerging economies like Nigeria. The study emphasises the multifaceted nature of team creativity and the need for a holistic approach to measuring its dimensions. It also explores the role of creative ideation as a mediating factor between team creativity and exploratory innovation. The findings challenge existing assumptions and provide valuable insights for leaders and policymakers aiming to foster innovation in their organisations.AI Generated
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AbstractOver the years, team creativity and exploratory innovation capabilities have experienced a decline in the Nigerian manufacturing industry. Therefore, we attempt to bolster the foundations of team creativity by examining and integrating the concept of “creativity willingness” into team creativity dimensions. To advance insights into how team creativity could engender exploratory innovation, we also investigate the predictive powers of creative ideation and leader openness. We find that creativity willingness predicts creative ideation, and creative ideation predicts exploratory innovation. Our findings indicate that while creative ideation mediates the positive predictions of creativity skills and task motivation, it largely complements the predictions of expertise and creativity willingness. -
9. The Dialogical Approach to Workplace Innovation
Hans Chr. Garmann Johnsen, Clare Hildebrandt, Hildegunn Aslaksen, Richard Ennals, Jon P. KnudsenThe chapter delves into the dialogical approach to workplace innovation, highlighting its roots in Norwegian and Scandinavian models that emphasize broad participation and democratic dialogue. It traces the evolution of this approach through three successive national innovation programs in Norway, each building on the theoretical foundation laid by Bjørn Gustavsen. The dialogical approach is distinguished by its focus on continuous improvement, participation, and the creation of communicative structures that foster mutual understanding. The chapter also discusses the methodological challenges and tensions between non-instrumental and instrumental approaches in these programs. It concludes by reflecting on the lessons learned and the potential for further development of the dialogical approach in workplace innovation.AI Generated
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AbstractThis chapter presents a Nordic-based research approach, aimed at encouraging dialogical processes and broad participation at work, in order to support workplace innovation. The approach has been implemented in Norway and Sweden. The chapter (a) presents the theoretical underpinning related to the dialogical approach to workplace innovation; (b) presents findings from three large successive workplace innovation programmes based on this foundation in Norway; (c) connects (a) and (b) by presenting the programme designs, evaluations and research output and finally (d) reflects upon learning points from this programme history. The overall thesis is that the dialogical approach to workplace innovation has taken a large step forward through the Norwegian programmes. There is potential to further develop both the theoretical foundation for this approach and the methodology of dialogical change. -
10. Barriers on Innovation in Australian Public Sector Organisations
Mahmoud MoussaThis chapter delves into the complexities of innovation within the Australian public sector, focusing on the critical factors that either facilitate or hinder the innovation process. By analysing secondary data from various government departments, the study identifies key organisational barriers such as rules and regulations, and funds and budget, which significantly impact innovation. Additionally, it emphasises the crucial role of leadership characteristics, including strategic, national, and inclusive leadership, in promoting a culture of innovation. Furthermore, the chapter explores how organisational climate issues, such as workplace planning, measurement tools, initiatives, embracing diversity, and collaboration and networking, influence the ability to innovate. The findings offer valuable insights into the dynamics of innovation in Australian public sector organisations, suggesting areas for further research and practical strategies to enhance innovation efforts.AI Generated
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AbstractThe diversity of interpretations of public sector innovation leads to a plethora of management strategies. These tendencies are evident in the literature. In this chapter, the author argues that barriers to innovation, leadership characteristics and organisational climate are activities that influence innovation processes. These determinants are not independent of each other but instead support and reinforce or offset one another. The in-depth analysis revealed that (a) barriers such as rules and regulations and funds and budget; (b) leadership characteristics such as strategic leadership, national leadership and inclusive leadership and (c) organisational climate issues such as workplace planning, measurement tools, initiatives, embracing diversity and collaboration and networking are critical factors that stimulate or hinder innovation in the public sector.
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- Title
- The Palgrave Handbook of Workplace Innovation
- Editors
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Adela McMurray
Nuttawuth Muenjohn
Chamindika Weerakoon
- Copyright Year
- 2021
- Publisher
- Springer International Publishing
- Electronic ISBN
- 978-3-030-59916-4
- Print ISBN
- 978-3-030-59915-7
- DOI
- https://doi.org/10.1007/978-3-030-59916-4
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