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.

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

Flocco N.;Canterino F.;Cagliano R.
2022-01-01

Abstract

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.
2022
community-building
employee-driven innovation
employees' involvement
organizing innovation
producing innovation
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11311/1221349
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