Abstract
In this conceptual study, I analyze the fit between corporate programs incentivizing innovation and knowledge-intensive organizational contexts. Based on the personal characteristics and contextual factors determining creative work behaviour the levers for rewarding innovation in knowledge-intensive business contexts are discussed. Drawing on fit theory, I corroborate the hypothesis that a “one size fits all” approach for programs incentivizing innovation does not fully leverage the creative potential of organizations. I analyze the dimensions and implications of the fit between incentive programs for innovation and knowledge-intensive organizational contexts and conclude with selected practical recommendations to improve this fit.
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Notes
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For a systematic typology of creative contributions cf. Unsworth (2001).
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Davila et al. (2006) differentiate between incentives and recognition rewards. They define incentives as contractually arranged links between performance and subsequent rewards, and recognition as voluntary and subjectively determined rewards which are not announced in advance. However, if recognition rewards are to have any motivational effect their existence must either be known or at least be reasonably expectable by the affected persons. Therefore, I use the terms “incentive” and “reward” more or less interchangeably in this article. “Reward” has a stronger focus on the actual presentation of the benefit, whereas “incentive” highlights the motivating effect of a contingent reward. By “recognition” I refer to the acknowledgement (verbal or other) by the organization of an achievement or a contribution.
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Grzebeta, S. (2015). Incentivizing Innovation in Knowledge-Intensive Companies: Conceptual Analysis of the Fit Between Reward Programs and Organizational Contexts. In: Welpe, I., Wollersheim, J., Ringelhan, S., Osterloh, M. (eds) Incentives and Performance. Springer, Cham. https://doi.org/10.1007/978-3-319-09785-5_21
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