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Workplace Innovation (eBook)

Theory, Research and Practice

Peter Oeij, Diana Rus, Frank D. Pot (Herausgeber)

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2017 | 1st ed. 2017
XVII, 413 Seiten
Springer International Publishing (Verlag)
978-3-319-56333-6 (ISBN)

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This book focuses on workplace innovation, which is a key element in ensuring that organizations and the people within them can adapt to and engage in healthy, sustainable change. It features a collection of multi-level, multi-disciplinary contributions that combine theory, research and practical perspectives. In addition, the book presents new perspectives from a number of nations on policies with novel theoretical approaches to workplace innovation, as well as international case studies on the subject. These cases highlight the role of leadership, the relation between workplace innovation and well-being, as well as the do's and don'ts of workplace innovation implementation. Whether you are an experienced workplace practitioner, manager, a policy-maker, unionist, or a student of workplace innovation, this book contains a range of tips, tools and international case studies to help the reader understand and implement workplace innovation.

Peter Oeij - holds masters of arts in history and sociology (Erasmus University, Rotterdam - NL) and a master of science in psychology (Open University, Heerlen - NL). He was affiliated to IVA Tilburg Institute for Social Research (Tilburg University - NL). He is now a senior researcher/consultant for TNO, The Netherlands Organisation for Applied Scientific Research (Leiden - NL) and Ph.D. candidate at the Faculty of Management, Science and Technology, Open University of the Netherlands (Heerlen - NL). The main topics of his work are innovation management, workplace innovation, social innovation, productivity, flexibility and working smarter, all are on the crossing point of organisation, management and personnel issues. His PhD thesis will deal with team dynamics in innovation projects.

Diana Rus - Diana specializes in innovation management and leadership effectiveness. Prior to becoming Managing Partner at Creative Peas, Diana has worked as a management consultant in Germany, as an assistant professor in organizational psychology at the University of Groningen (NL) and as a visiting researcher at the Kellogg School of Management (USA). Diana frequently publishes her work in scientific and practitioner management journals, presents at various international conferences, teaches in executive education programs and performs research on the effects of leadership and climate on innovation, value creation and innovation in service ecosystems, the effects of HRM practices on innovative performance as well as on identifying HRM practices that are beneficial to embedding open innovation in organizations. Diana holds a M.Sc. In Organization Studies from the University of Tilburg (NL) and a PhD in Management from the Rotterdam School of Management (NL).

Frank D. Pot - is sociologist and emeritus professor of Social Innovation of Work and Employment, Radboud University Nijmegen, the Netherlands. He is Chair of the Advisory Board of the 'European Workplace Innovation Network (EUWIN)' (2013 - 2017) and member of the Scientific Advisory board of SI DRIVE (Social Innovation Driver for Change; 2014 - 2018). He is publishing scientific and policy articles and being invited as an expert by trade unions, employers' associations, government and EU-bodies such as DG Growth, DG Employment, EESC, European Parliament, EU OSHA, EUROFOUND.

At the Netherlands Organisation for Applied Scientific Research (TNO) he was director of research at TNO Quality of Life (2005 - 2007) and director of TNO Work and Employment (1996 - 2005). He was the first chairperson of the Partnership for European Research on Occupational Safety and Health (PEROSH) and member of the Planning Committee of the WHO Collaborating Centres Occupational Health. He was also board member of the European Association of National Productivity Centres (EANPC) and board member and co-founder of the Dutch National Centre for Social Innovation (NCSI). From 1991 - 1999 he was part-time professor of Work and Technology at the University of Leiden.

Peter Oeij – holds masters of arts in history and sociology (Erasmus University, Rotterdam – NL) and a master of science in psychology (Open University, Heerlen – NL). He was affiliated to IVA Tilburg Institute for Social Research (Tilburg University - NL). He is now a senior researcher/consultant for TNO, The Netherlands Organisation for Applied Scientific Research (Leiden – NL) and Ph.D. candidate at the Faculty of Management, Science and Technology, Open University of the Netherlands (Heerlen – NL). The main topics of his work are innovation management, workplace innovation, social innovation, productivity, flexibility and working smarter, all are on the crossing point of organisation, management and personnel issues. His PhD thesis will deal with team dynamics in innovation projects.Diana Rus – Diana specializes in innovation management and leadership effectiveness. Prior to becoming Managing Partner at Creative Peas, Diana has worked as a management consultant in Germany, as an assistant professor in organizational psychology at the University of Groningen (NL) and as a visiting researcher at the Kellogg School of Management (USA). Diana frequently publishes her work in scientific and practitioner management journals, presents at various international conferences, teaches in executive education programs and performs research on the effects of leadership and climate on innovation, value creation and innovation in service ecosystems, the effects of HRM practices on innovative performance as well as on identifying HRM practices that are beneficial to embedding open innovation in organizations. Diana holds a M.Sc. In Organization Studies from the University of Tilburg (NL) and a PhD in Management from the Rotterdam School of Management (NL). Frank D. Pot – is sociologist and emeritus professor of Social Innovation of Work and Employment, Radboud University Nijmegen, the Netherlands. He is Chair of the Advisory Board of the ‘European Workplace Innovation Network (EUWIN)’ (2013 – 2017) and member of the Scientific Advisory board of SI DRIVE (Social Innovation Driver for Change; 2014 - 2018). He is publishing scientific and policy articles and being invited as an expert by trade unions, employers’ associations, government and EU-bodies such as DG Growth, DG Employment, EESC, European Parliament, EU OSHA, EUROFOUND. At the Netherlands Organisation for Applied Scientific Research (TNO) he was director of research at TNO Quality of Life (2005 – 2007) and director of TNO Work and Employment (1996 - 2005). He was the first chairperson of the Partnership for European Research on Occupational Safety and Health (PEROSH) and member of the Planning Committee of the WHO Collaborating Centres Occupational Health. He was also board member of the European Association of National Productivity Centres (EANPC) and board member and co-founder of the Dutch National Centre for Social Innovation (NCSI). From 1991 – 1999 he was part-time professor of Work and Technology at the University of Leiden.

Foreword 6
Science and Research 6
Policy Making 8
Employer’s Perspective 9
Employees’ Perspective 10
Contents 12
Editors and Contributors 15
1 Introduction: The Need to Uncover the Field of Workplace Innovation 18
1.1 Where Does Workplace Innovation Come from? 18
1.2 Why Now a Book on Workplace Innovation? 19
1.3 What Is the Book About? 20
1.4 What Do We Intend to Achieve? 25
1.5 What Are the Plans from Here? 25
Policy 26
2 European Policy on Workplace Innovation 27
2.1 Introduction 27
2.2 Recent Updates of Productivity and Industrial Democracy Policies 28
2.3 The ‘90s, the ‘Green Paper’, EWON and the European Work and Technology Consortium 29
2.4 The Lisbon Agenda and Work-In-Net and EDI: Fragmentation of a Message 30
2.5 EU2020 Strategy and EUWIN 32
2.5.1 A New Start 33
2.5.2 DG GROW in the Lead 33
2.5.3 DG EMPL 34
2.5.4 An Emerging European Policy 36
2.6 Conclusions, Discussion and Perspectives 36
References 39
3 National and Regional Policies to Promote and Sustain Workplace Innovation 43
3.1 Introduction 43
3.2 The Policy Matrix 44
3.3 The Problems of Slow Diffusion and Low Awareness 45
3.4 Workplace Innovation in European Policy Contexts 46
3.4.1 Norway 46
3.4.2 Sweden 47
3.4.3 Finland 48
3.4.4 Denmark 49
3.4.5 Germany 50
3.4.6 The Netherlands 51
3.4.7 Flanders 52
3.4.8 The UK and Scotland 52
3.4.9 Ireland 54
3.4.10 France 54
3.4.11 The Basque Country 55
3.4.12 Building Capacity Elsewhere in Europe 56
3.5 Summary of the Policy Overview 56
3.6 Methods for Meeting the Challenges of Diffusion 56
3.7 Conclusion 58
References 59
4 Why Industrie 4.0 Needs Workplace Innovation—A Critical Essay About the German Debate on Advanced Manufacturing 61
4.1 Vision, Core Objective Promoters and Problems of Industrie 4.0 in Germany 62
4.2 A New Innovation Paradigm 66
4.3 Changing the Focus: The Growing Importance of Workplace Innovation for Shaping the Future 68
4.4 Conclusion and Outlook 71
References 73
Theory Matters & Evidence
5 Theoretical Approaches Supporting Workplace Innovation 78
5.1 Introduction 78
5.2 Other Theoretical Approaches 81
5.3 Integrating the Perspectives 88
5.4 Conclusion and Discussion 90
Acknowledgements 91
References 91
6 Evidence of Workplace Innovation from Organisational and Economic Studies 94
6.1 Introduction 94
6.2 Conceptualising WPI 95
6.3 Do Current Research Approaches Provide Convincing Evidence? 97
6.3.1 Case Studies 98
6.3.2 Surveys and Statistical Approaches 99
6.3.3 Experiments 101
6.3.4 Literature Reviews 102
6.3.5 A Multipronged Approach: Towards a New Methodological Agenda 104
6.4 Why Do Not All Companies Opt for Workplace Innovation? 105
6.5 Conclusion and Discussion 106
References 107
7 Workplace Innovation and Wellbeing at Work 110
7.1 Introduction 110
7.2 Description of Concepts of Workplace Innovation 110
7.3 Theoretical Foundation of the Relation Between Workplace Innovation and Wellbeing at Work 113
7.3.1 Organisational Design Theories 113
7.3.2 Change Process Theories 116
7.3.3 A Conditional Approach to Wellbeing at Work 117
7.4 Obstacles and Dilemmas 119
7.5 Examples of Policies on Wellbeing at Work 119
7.6 Adjustment of Research Designs 122
7.7 Epilogue 122
References 123
8 Workplace Innovation and Wellbeing at Work: A Review of Evidence and Future Research Agenda 126
8.1 Wellbeing at Work 126
8.2 Determinants of Wellbeing at Work 127
8.3 The Evidence Base on Key Determinants of Wellbeing at Work 128
8.3.1 Negative Facets of WB 130
8.3.2 Positive Facets of WB 130
8.4 Examples of Good Practice to Promote Workplace Innovation and Wellbeing at Work 135
8.4.1 Vision Zero 135
8.4.2 PRIMA-EF 136
8.5 Conclusions and Recommendations for Future Research and Practice 137
References 139
Research 144
9 Framing Workplace Innovation Through an Organisational Psychology Perspective: A Review of Current WPI Studies 145
9.1 Introduction 145
9.2 Domain of WPI 146
9.3 Intersections Between WOP and WPI 149
9.4 Examining Current WPI Studies Assuming a WOP Perspective 151
9.4.1 Job Autonomy 152
9.4.2 Job Flexibility 155
9.4.3 Participation in Organisational Life 156
9.5 Conclusions 157
Acknowledgements 157
References 158
10 Implementing Workplace Innovation Across Europe: Why, How and What? 162
10.1 Introduction 162
10.2 The Concept of WPI 163
10.3 The Eurofound Study 164
10.3.1 Sampling 165
10.3.2 Methods and Fieldwork 165
10.3.3 Results of WPI Implementation in Practice 166
10.3.3.1 Why Do Companies Want to Implement WPI? 166
10.3.3.2 What Are Motives to Implement WPI? 169
10.3.3.3 What Are Important Leverage Factors for the Implementation of WPI? 170
10.3.3.4 What Are the Impacts or Expected Impacts of WPI? 171
10.3.4 Summary 172
10.3.5 How Do Companies Implement WPI? 173
10.3.6 Three Company Examples of the WPI Implementation Process 175
10.3.6.1 Examples of the WPI Implementation Process 175
10.4 Conclusion and Lessons for Practice 177
10.4.1 Some Pointers for Practitioners 178
10.4.2 Coda 179
Acknowledgements 179
References 180
11 Workplace Innovation as Institutional Entrepreneurship 183
11.1 Introduction 183
11.2 WPI from a Neo-Institutional Perspective 185
11.3 Methodology 188
11.4 Institutional Embedding of WPI Activities in Six Danish Companies 189
11.5 Analysis 195
11.6 Conclusion 197
References 198
12 Creating the Bottom-up Organisation from the Top: Leaders as Enablers of Workplace Innovation 200
12.1 Introduction 200
12.2 Workplace Innovation and “the British Disease” 202
12.3 The Gap 205
12.4 Driving Workplace Innovation in UK Organisations 205
12.5 The Case Studies 206
12.6 Drax Power: Transforming Industrial Relations and Leadership 207
12.6.1 Working Together with Trade Unions 208
12.6.2 Leading a Culture of Communication and Consultation at Drax 208
12.6.3 Who Benefits? 209
12.6.3.1 Improved Understanding 209
12.6.3.2 Partnership Working from a Trade Union Perspective 209
12.6.3.3 Supporting People Through Change 209
12.6.3.4 Employee Voice 210
12.6.4 Prognosis 210
12.7 Skanska: Living Corporate Values 210
12.7.1 Mutually Reinforcing Practices: The Journey to Culture Change 211
12.7.2 Who Benefits? 212
12.7.3 Prognosis 213
12.8 Bristan: Positioning for Sustained Competitiveness 213
12.8.1 Leadership by Behaviour 213
12.8.2 Who Benefits? 215
12.9 Conclusion 215
12.9.1 Positioning the Organisation for a Better Future, not Responding to Crisis 216
12.9.2 Diverse Entry Points Leading to Systemic Approach 216
12.9.3 Workplace Innovation as ‘the Sum of the Parts’ 216
12.9.4 Consistent Values and Behaviours 216
Acknowledgements 217
References 217
13 Lean as a Tool for Local Workplace Innovation in Hospitals 219
13.1 Introduction 219
13.2 The Development and Testing of P-Lean 220
13.2.1 Findings 222
13.2.2 Concluding Remarks on the Case Presentation 224
13.3 Possibilities and Barriers for Lean as a Tool for Local Workplace Innovation in Hospitals 226
13.4 The Difference Between the Approach in P-Lean and the Traditional Drive for Productivity Increase in Hospitals 226
13.5 The Relation Between the Concept of Value in Lean, Professional Healthcare Values as Well as Employee Well-Being as a Value 229
13.6 Lean and Standardisation as a Risk of Reducing Employee Autonomy and Control of Work 230
13.7 Conclusion 233
Acknowledgements 233
References 233
14 Workplace Innovation Context in Poland: Between Structure and Agency 236
14.1 Introduction 236
14.2 Specificity of Institutional and Cultural Conditions of WPI in Poland 237
14.3 Research and Methodology 241
14.3.1 Purpose of This Research 241
14.3.2 Research Questions 241
14.3.3 Data Sources and Methods 242
14.4 Results of the Empirical Analysis: From Needs Through Implementing Innovations 244
14.4.1 Generating and Implementing Innovation: Top Down versus Bottom up Initiatives 245
14.4.2 Goals and Outcomes of Innovation Processes: Between Declared Objectives and Instrumentalisation 247
14.5 Conclusions: Trust and Participation Between Structural and Individual Influences 248
14.6 Discussion and Further Research 249
References 250
15 Workplace Innovation and the Quality of Working Life in an Age of Uberisation 253
15.1 Introduction 253
15.2 Innovation and Uber 255
15.3 Uber and the Quality of Working Life 258
15.4 Conclusion 262
Acknowledgements 264
References 264
16 Towards the High Road of Workplace Innovation in Europe? An Illustration of the Usefulness of the Dataset of the European Working Conditions Survey 268
16.1 Introduction 268
16.2 Methodology 269
16.2.1 The European Working Conditions Survey 269
16.2.2 Job Quality Indices 270
16.2.3 Types of Work Organisation 271
16.3 Analysis 272
16.3.1 Employee Involvement Related to Types of Work Organisation 272
16.3.2 Strong Structural Differences in Forms of Employee Involvement 273
16.3.3 Forms of Employee Involvement Work Organisation and Job Quality 276
16.3.4 Types of Work Organisation and Other Human Resource Practices 278
16.3.4.1 Role Clarity 279
16.3.4.2 Training and Learning 279
16.3.4.3 Management of Change 279
16.3.5 Meaningful Work, Engagement and Well-Being 279
16.4 Conclusions and Discussion 281
Acknowledgements 283
References 283
Practice 285
17 Towards a Total Workplace Innovation Concept Based on Sociotechnical Systems Design 286
17.1 Introduction 286
17.2 STS-D Theory as the Base for TWIN 289
17.2.1 The Relation Between the Division of Labour and Productivity 291
17.2.2 The Relation Between the Division of Labour and Employee Involvement 293
17.3 STS-D Design Principles 293
17.4 Design as a Strategic Issue 296
17.5 Robust Organisation Design 296
17.6 Complementary Approaches to STS-D for TWIN 298
17.6.1 Lean Thinking 298
17.6.2 Total Productive Maintenance (TPM) 298
17.6.3 Relational Coordination Theory 299
17.6.4 The New World of Work 299
17.6.5 Human Resources Management (HRM) 300
17.6.6 Archipelago ICT Thinking 300
17.6.7 Sociocracy or the Circular Organisation 301
17.7 Conclusion 302
Acknowledgements 302
References 303
18 Five Steps to Develop Workplace Innovation 305
18.1 Introduction 305
18.2 Why Workplace Innovation? 306
18.3 How Workplace Innovation Will Transform Your Organisation 307
18.4 Where to Begin? 308
18.5 What Are the ‘Elements’ of Workplace Innovation? 311
18.5.1 The First Element: Jobs and Teams 311
18.5.2 The Second Element: Organisational Structures, Management and Procedures 314
18.5.3 The Third Element: Employee-Driven Improvement and Innovation 316
18.5.4 The Fourth Element: Co-created Leadership and Employee Voice 318
18.6 How to Achieve Commitment from Everyone in Your Organisation? 320
18.7 Onwards 322
References 322
19 Management Practices for Promoting Employee-Driven Innovation 324
19.1 Introduction 324
19.2 The Context of EDI in Norway 325
19.2.1 Historical Background 325
19.2.2 The Basic Agreement as a Backbone for EDI 326
19.3 Why EDI? 327
19.4 Theory 328
19.4.1 What is Employee-Driven Innovation? 328
19.4.2 EDI and the Role of Management 329
19.5 Method 331
19.6 Findings 332
19.7 Discussion 335
19.8 Conclusion 337
Appendix 338
References 338
20 How Can Work and Organisational Psychologists Fortify the Practice of Workplace Innovation? 342
20.1 Introduction 342
20.2 What Challenges Is W& O Psychology Called to Deal with in WPI Practice?
20.3 How Can WPI Practice Recognize the Untapped Potential of W& O Psychology?
20.4 How Can W& O Psychologists Strengthen Their Contribution to WPI Practice?
20.5 Concluding Thoughts 352
Acknowledgements 353
References 353
21 Case Studies Can Support Definitions of Workplace Innovation in Practice 357
21.1 Definitions of Workplace Innovation Are Not Very Actionable 357
21.2 What Makes a Case a Good Example of WPI Practice? 359
21.3 The Eurofound Study: A Source for WPI Cases 362
21.4 Cases That Distinguish Between Substantial and Less Substantial WPI Practices 362
21.5 Cases that Distinguish Between Actionable and Less Actionable Information for WPI 364
21.6 Inspiring WPI Cases 366
21.7 Cases that Are Good Examples of WPI 369
21.8 Conclusion 373
Acknowledgements 374
References 374
22 From Automated Defensive Behaviour to Innovation Resilience Behaviour: A Tool for Resilient Teamwork as an Example of Workplace Innovation 376
22.1 Introduction 376
22.2 Development of the IRB Tool 377
22.2.1 Theoretical Underpinnings 378
22.2.2 Methodology of Investigating the Basis of the Model for the IRB Tool 380
22.3 The IRB-Tool 382
22.4 Conclusion and Discussion 387
Annex Innovation Resilience Behaviour Tool/IRB Tool 388
References 396
Conclusion 398
23 Conclusion: The Way Forward with Workplace Innovation 399
23.1 Introduction 399
23.2 State of the Art on Workplace Innovation Policy in Europe 400
23.3 Alignment of Research Perspectives: Similarities and Dissimilarities 401
23.4 Towards Convergence and Mutual Reinforcement 404
23.5 The Future 408
Index 411

Erscheint lt. Verlag	1.7.2017
Reihe/Serie	Aligning Perspectives on Health, Safety and Well-Being
Reihe/Serie	Aligning Perspectives on Health, Safety and Well-Being
Zusatzinfo	XVII, 413 p. 30 illus.
Verlagsort	Cham
Sprache	englisch
Themenwelt	Medizin / Pharmazie ► Medizinische Fachgebiete ► Psychiatrie / Psychotherapie
	Sozialwissenschaften ► Soziologie
	Wirtschaft ► Betriebswirtschaft / Management ► Personalwesen
Schlagworte	Employee Driven Innovation • Employee engagement • innovation capability • Intrapreneurship • Organizational innovation • Workplace Innovation • Workplace Theory
ISBN-10	3-319-56333-5 / 3319563335
ISBN-13	978-3-319-56333-6 / 9783319563336

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