Management Practices for Promoting Employee-Driven Innovation

  • Kåre Hansen
  • Oscar Amundsen
  • Tone Merethe Berg Aasen
  • Leif Jarle Gressgård
Chapter
Part of the Aligning Perspectives on Health, Safety and Well-Being book series (AHSW)

Abstract

Understanding why organizations differ in their abilities to obtain, explore and exploit their employees’ ideas and knowledge is important in order to increase the overall innovation capacity of organizations. In this paper, we investigate the impact of management practices concerning employees’ general involvement in innovation work. The study is based on interviews with managers, employees, and union representatives in twenty Norwegian organizations. The results highlight several important factors regarding both management practice and cultural aspects of everyday working life. We emphasize in particular the important role of the middle manager (such as a foreman, section head, or shift boss). The nature of interaction between managers and employees is also significant. For instance, managers’ ability and will to share information and to build trust-based relations across positions and professions, as well as facilitating efficient knowledge exchange between employees, are of particular importance.

Keywords

Employee-driven innovation EDI Management practices Employee participation Contextual characteristics 

References

  1. Aasen, T. M., Amundsen, O., Gressgård, L. J., & Hansen, K. (2012). In search of best practices for employee driven innovation: Experiences from Norwegian work life. In K. Møller et al. (Eds.), Employee-driven innovation: A new approach to innovation (pp. 57–76). London: Palgrave Macmillan.CrossRefGoogle Scholar
  2. Amundsen, O., Gressgård, L. J., Hansen, K., & Aasen, T. M. (2011) Medarbeiderdrevet Innovasjon: En Håndbok med Råd og Veiledning. Nærings og Handelsdepartementet (in Norwegian).Google Scholar
  3. Amundsen, O., Aasen, T. M., Gressgård, L. J., & Hansen, K. (2014). Preparing organisations for employee-driven open innovation. International Jouranal Business Science and Applied Management, 9(1), 24–35.Google Scholar
  4. Allen, M. R., Adomdza, G. K., & Meyer, M. H. (2015). Managing for innovation: Managerial control and employee level outcomes. Journal of Business Research, 68, 371–379.CrossRefGoogle Scholar
  5. Bessant, J., & Caffyn, S. (1997). High-involvement innovation through continuous improvement. International Journal of Technology Management, 14(1), 7–28.CrossRefGoogle Scholar
  6. Brandi, U., & Hasse, C. (2012). Employee-driven innovation and practice-based learning in organizational cultures. In S. Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz, & K. Møller (Eds.), Employee-driven innovation: A new approach to innovation (pp. 127–148). London: Palgrave Macmillan.CrossRefGoogle Scholar
  7. Brodbeck, F., Frese, M., et al. (2000). Cultural variation of leadership prototypes across 22 European countries. Journal of Occupational and Organisational Psychology, 73, 1–29.CrossRefGoogle Scholar
  8. Byrne, C. L., Mumford, M. D., Barrett, J. D., & Vessey, W. B. (2009). Examining the leaders of creative efforts: What do they do, and what do they think about? Creativity and Innovation Management, 18(4), 256–268.CrossRefGoogle Scholar
  9. Chesbrough, H. (2003). Open innovation. The new imperative for creating and profiting from technology. Boston: Harvard Business School Press.Google Scholar
  10. De Jong, J. P. J., & Kemp, R. (2003). Determinants of co-workers’ innovative behaviour: An investigation into knowledge intensive services. International Journal of Innovation Management, 7(2), 189–212.CrossRefGoogle Scholar
  11. De Jong, J. P. J., & Den Hartog, D. N. (2007). How leaders influence employees’ innovative behavior. European Journal of Innovation Management, 10(1), 41–64.CrossRefGoogle Scholar
  12. DISKO. (1999). The Danish Innovation System, Rapport Nr. 9.Google Scholar
  13. European Foundation for the Improvement of Living and Working Conditions. (1997). EPOC—Employee direct Participation in Organisational Change. New Forms of Work Organisation: European Research Report.Google Scholar
  14. Eurofound. (2012). Fifth European working conditions survey. Luxembourg: Publications Office of the European Union.Google Scholar
  15. Eurofound. (2013). Work organisation and employee involvement in Europe. Luxembourg: Publications Office of the European Union.Google Scholar
  16. Flyvbjerg, B. (2006). Five misunderstandings about case-study research. Qualitative Inquiry, 7(2), 189–212.Google Scholar
  17. Gaskell, G. (2000). Individual and group interviewing. In M. W. Bauer & G. Gaskell (Eds.), Qualitative researching—With text, image and sound (pp. 38–56). London: Sage Publications.Google Scholar
  18. Gjelsvik, M. (2007). Innovasjonsledelse. Bergen: Fagbokforlaget. (in Norwegian).Google Scholar
  19. Grønhaug, K., & Hansen, K. (Eds.). (2001). Medvirkning, læring og konkurranseevne. Bergen: Fagbokforlaget. (in Norwegian).Google Scholar
  20. Gustavsen, B. (2011). The Nordic model of work organization. Journal Knowledge Economy, 2, 463–480.CrossRefGoogle Scholar
  21. Hampter-Turner, C., & Trompenaars, F. (1993). The seven cultures of capitalism. New York: Doubleday.Google Scholar
  22. Hansen, K. (2002). Postulater om deltagelse, demokrati og arbeidsmiljø – historien om forsøket på å praktisere en teori. Tidsskrift for Arbejdsliv, 1, 29–45. (in Norwegian).Google Scholar
  23. House, R. J., Hanges, P. W., Javidan, M., Dorfman, P., & Gupta, V. (Eds.). (2003). Culture, leadership, and organizations: The globe study of 62 societies. Beverly Hills: Sage.Google Scholar
  24. Hmieleski, K. M., & Ensley, M. D. (2007). A contextual examination of new venture performance: Entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism. Journal of Organizational Behavior, 28, 865–889.CrossRefGoogle Scholar
  25. Høyrup, S. (2010). Employee-driven innovation and workplace learning: Basic concepts, approaches and themes. Transfer: European Review of Labour and Research, 16, 143–154.CrossRefGoogle Scholar
  26. Høyrup, S. (2012). Employee-driven innovation: A new phenomenon, concept and mode of innovation. In S. Høyrup et al. (Eds.), Employee-driven innovation: A new approach to innovation (pp. 3–33). London: Palgrave Macmillan.CrossRefGoogle Scholar
  27. Jayasingam, S., Ansari, M. A., & Jantan, M. (2010). Influencing knowledge workers: The power of top management. Industrial Management and Data Systems, 110(1), 134–151.CrossRefGoogle Scholar
  28. Kallevig, A. (2012). Medarbeiderdrevet innovasjon. Retrieved Okt 15 2012 from http://www.arbeidslivet.no/Arbeid1/Naringspolitikk/Medarbeiderdrevet-innovasjon/. (in Norwegian).
  29. Kesselring, A., Blasy, C., & Scoppetta, A. (2014). Workplace innovation. Concepts and indicators. Report as part of the European Innovation Scoreboard 2013–2014 project for Directorate-General Enterprise and Industry.Google Scholar
  30. Lindell, M., & Arvonen, J. (1996). The Nordic management style in a European Context. International Studies of Management and Organization, 26(3), 73–92.CrossRefGoogle Scholar
  31. Manz, C. C., Bastien, D. T., Hostager, T. J., & Shapiro, G. L. (1989). Leadership and innovation: A longitudinal process view. In A. H. Van de Ven, H. L. Angle, & M. S. Poole (Eds.), Research on the management of innovation (pp. 613–636). New York: Oxford University Press.Google Scholar
  32. Marshall, C., & Rossman, G. B. (2006). Designing qualitative research. Thousand Oaks: Sage.Google Scholar
  33. Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: A methods source book. London: Sage.Google Scholar
  34. Oeij, P. R. A., Dhondt, S., Kraan, K., Vergeer, R. & Pot, F. (2012). Workplace innovation and its relations with organizational performance and employee commitment. Lifelong Learning in Europe, 4 (article 10). www.lline.fi
  35. Östberg, L., Robinson, A. G., & Schroeder, D. M. (2010). Small ideas, great results (Små idéer: stora resultat). Stockholm: SIS Forlag.Google Scholar
  36. Pateman, C. (1970). Participation and democratic theory. Cambridge, UK: Cambridge University Press.CrossRefGoogle Scholar
  37. Pearce, C. L., Sims, H. P., Cox, J. F., Ball, G., Schnell, E., Smith, K. A., et al. (2003). Transactors, transformers and beyond: A multi-method development of a theoretical typology of leadership. Journal of Management Development, 22(4), 273–307.CrossRefGoogle Scholar
  38. Pelz, D. C. (1956). Some social factors related to performance in research organizations. Administrative Science Quarterly, 1, 310–325.CrossRefGoogle Scholar
  39. Pot, F., Totterdill, P., & Dhondt, S. (2016). Workplace innovation: European policy and theoretical foundation. World Review of Entrepreneurship, Management and Sustainable Development, 12(1), 13–32.CrossRefGoogle Scholar
  40. Schofield, J. W. (2002). Increasing the generalizablity of qualitative research. In: A. M. Huberman, & M. B. Miles (Eds.), The qualitative researcher’s companion. Thousands Oaks: Sage.Google Scholar
  41. Sims, H. P., Jr., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149–158.CrossRefGoogle Scholar
  42. Smith, P. B., Andersen, J. A., Ekelund, B., Graversen, G., & Ropo, A. (2003). In search of Nordic management styles. Scandinavian Journal of Management, 19, 491–507.CrossRefGoogle Scholar
  43. Smith, P., Kesting, P., & Ulhøi, J. P. (2008). What are the driving forces of employee-driven innovation? Paper Presented at the 9th International CINet Conference, Valencia, Spain, September 2008.Google Scholar
  44. Smith, P., Ulhöi, J. P., & Kesting, P. (2012). Mapping key antecedents of employee-driven innovations. International Journal of Human Resources Development and Management, 12(3), 224–236.CrossRefGoogle Scholar
  45. Tidd, J., & Bessant, J. (2009). Managing innovation. Integrating technological, market, and organizational change (4th ed.). Chichester: Wiley.Google Scholar
  46. Tierney, P., Farmer, S. M., & Graen, G. B. (1999). An examination of leadership and employee creativity: The relevance of traits and relationships. Personnel Psychology, 52, 591–620.CrossRefGoogle Scholar
  47. Vie, O. E. (2012). Ledelse på norsk. Magma, 4, 60–67.Google Scholar
  48. Von Hippel, E. (1995). The sources of innovation. New York: Oxford University Press.Google Scholar
  49. Von Hippel, E. (2005). Democratizing innovation. Boston: MIT Press Books.Google Scholar
  50. Wilkinson, A., & Dundon, T. (2010). Direct employee participation. In A. Wilkinson, P. J. Gollan, M. Marchington, & D. Lewin (Eds.), The Oxford handbook of participation in organizations (pp. 167–185). New York: Oxford University Press.CrossRefGoogle Scholar

Copyright information

© Springer International Publishing AG 2017

Authors and Affiliations

  • Kåre Hansen
    • 1
  • Oscar Amundsen
    • 2
  • Tone Merethe Berg Aasen
    • 3
  • Leif Jarle Gressgård
    • 1
  1. 1.Department of Social SciencesInternational Research Institute of StavangerStavangerNorway
  2. 2.Faculty of Social Sciences and Technology Management, Department of Education and Lifelong LearningNorwegian University of Science and TechnologyTrondheimNorway
  3. 3.SINTEF Technology and SocietyTrondheimNorway

Personalised recommendations