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What are the four components of workplace innovation?
What are the interconnecting dimensions of innovation?
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Oct 27, 2022 · The authors’ research distills four key innovation styles that can lead to success — generators, conceptualizers, optimizers, and implementors — and explains how common they are across...
Jun 10, 2023 · Three key interconnecting dimensions of innovation are identified from this review. First, the organisation of work and environments within and beyond the workplace can impact on innovation. Second, learning through the direct experience of work can influence innovation.
- Sustaining innovation. Most innovation happens here, because most of the time we are seeking to get better at what we’re already doing. We want to improve existing capabilities in existing markets, and we have a pretty clear idea of what problems need to be solved and what skill domains are required to solve them.
- Breakthrough innovation. Sometimes, as was the case with the example of detecting pollutants underwater, we run into a well-defined problem that’s just devilishly hard to solve.
- Disruptive innovation. When HBS professor Clayton Christensen introduced the concept of disruptive innovation in his book The Innovator’s Dilemma, it was a revelation.
- Basic research. Pathbreaking innovations never arrive fully formed. They always begin with the discovery of some new phenomenon. No one could guess how Einstein’s discoveries would shape the world, or that Alan Turing’s universal computer would someday become a real thing.
- Cluster 1—Leadership, Organisational Culture and Workplace Innovation
- Cluster 2—Forms of Work Organisation Quality of Work and Employment
- Cluster 3—Employee Participation in Workplace Innovation
- Cluster 4—Occupational Stress
- Cluster 5—Occupational Safety and Health Innovation
- Cluster 6—Innovation in Social Aspects of Organisation
There are four publications included in this cluster: McMurray et al. (2013), Muenjohn and McMurray (2017a) and Wipulanusat et al. (2017, 2018). The central focus of this cluster is the links between leadership, organisational culture and workplace innovation. McMurray et al. (2013) examine the links between leadership, organisational climate and w...
Four publications including Lorenz (2015), Böckerman et al. (2012), Kalmi and Kauhanen (2008) and Payne (2004) form cluster 2 which brings a human resource management perspective in to the discussion. Especially, various aspects of ‘forms of work organisation’ and their concomitant relationships with quality of work and employment have been a major...
The third cluster is comprised of three publications written by Pot (2011), Howaldt et al. (2016) and Kornelakis (2018). The cluster examines the implications for research and practice regarding the social aspects of workplace innovation, especially employee participation and workplace practices. While Pot (2011) examines the need for workplace inn...
Three publications form cluster 4 of the citation network illustrated in Fig. 1.3. These are Pot et al. (2016), Preenen et al. (2016) and Dhondt et al. (2014). These publications examine various aspects of occupational stress including job decision latitude, job demand, job control and provide insights into both implications for research and practi...
Knowledge cluster 5 is comprised of two publications by the same co-authors Jilcha et al. (2016) and Jilcha and Kitaw (2017). These two publications focus on workplace safety and health interventions aligned with the concept of sustainable development. They introduce a new pillar of sustainable development including culture, political and technolog...
Cluster 6 is the smallest cluster in the citation network with one book chapter by Pot et al. (2012) focusing on social innovation elements of workplace innovation. They particularly examine workplace innovation at the organisational level which is a prerequisite for achieving sustainable and inclusive growth in regions. They recommend including a ...
- Chamindika Weerakoon, Adela McMurray
- 2021
Jan 22, 2021 · Supporting the multidimensionality of workplace innovation, 24 items were found that constituted a second-order workplace innovation construct that reflected four dimensions of workplace innovation: individual innovation, team innovation, organizational innovation, and innovation climate.
- A. J. McMurray, N. Muenjohn, D. Scott
- 2021
Mar 10, 2021 · Later, Totterdill and Exton suggested that there were four components of workplace innovation, namely, work organization, structure and systems, reflection and innovation, and workplace partnership. Ritala, Schneider, and Michailova identified four methodological challenges within the innovation management literature. The first being the ...
The first four, which are strategic and creative in nature, help set and prioritize the terms and conditions under which innovation is more likely to thrive. The next four essentials deal with how to deliver and organize for innovation repeatedly over time and with enough value to contribute meaningfully to overall performance.
