Department of Management

Mai Skjøtt Linneberg

Democratizing innovation processes: personal initiative in bottom-up eco-innovation

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Democratizing innovation processes : personal initiative in bottom-up eco-innovation. / Weigt-Rohrbeck, Josefine; Linneberg, Mai Skjøtt.

In: European Journal of Innovation Management, Vol. 22, No. 5, 14.10.2019, p. 821-844.

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

Harvard

Weigt-Rohrbeck, J & Linneberg, MS 2019, 'Democratizing innovation processes: personal initiative in bottom-up eco-innovation', European Journal of Innovation Management, vol. 22, no. 5, pp. 821-844. https://doi.org/10.1108/EJIM-12-2018-0278

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MLA

Vancouver

Author

Weigt-Rohrbeck, Josefine ; Linneberg, Mai Skjøtt. / Democratizing innovation processes : personal initiative in bottom-up eco-innovation. In: European Journal of Innovation Management. 2019 ; Vol. 22, No. 5. pp. 821-844.

Bibtex

@article{18944706cadf41c88a3a8aeac6cab076,
title = "Democratizing innovation processes: personal initiative in bottom-up eco-innovation",
abstract = "Purpose Previous work on employee-driven innovation (EDI) has demonstrated the benefits of employees{\textquoteright} proactive behavior in achieving success with innovations. The purpose of this paper is to employ the concept of personal initiative to investigate the underestimated role of employees{\textquoteright} agency in complex processes of innovation, showing the impact of personal initiative on employees{\textquoteright} innovation success. Design/methodology/approach Based on two embedded cases of environmental bottom-up innovation at a large manufacturing company, this study examines employees{\textquoteright} behavior in generating, championing and realizing such initiatives. Findings This paper provides insights into how employees succeeded, through taking initiative in generating, championing and realizing environmental initiatives despite facing high complexity, and resource constraints. Without being prompted from the top down, employees started these initiatives themselves and showed phase-specific behavior in overcoming the various challenges. Thus, self-starting behavior was found dominant in generating ideas, whereas proactive and persistent forms of behavior were found to be prevalent in championing and rolling out the initiatives. Originality/value Current understandings of EDI highlight the importance of developing employees{\textquoteright} potential capabilities and organizational-level guidance. Using an active performance perspective, this study emphasizes the importance of employees{\textquoteright} agency in ensuring EDI success, even when conditions are not conducive to their doing so.",
keywords = "Bottom-up innovation, Eco-innovation, Employee-driven innovation, Personal initiative, Proactive behaviour, Qualitative case study",
author = "Josefine Weigt-Rohrbeck and Linneberg, {Mai Skj{\o}tt}",
year = "2019",
month = oct,
day = "14",
doi = "10.1108/EJIM-12-2018-0278",
language = "English",
volume = "22",
pages = "821--844",
journal = "European Journal of Innovation Management",
issn = "1460-1060",
publisher = "Emerald Group Publishing",
number = "5",

}

RIS

TY - JOUR

T1 - Democratizing innovation processes

T2 - personal initiative in bottom-up eco-innovation

AU - Weigt-Rohrbeck, Josefine

AU - Linneberg, Mai Skjøtt

PY - 2019/10/14

Y1 - 2019/10/14

N2 - Purpose Previous work on employee-driven innovation (EDI) has demonstrated the benefits of employees’ proactive behavior in achieving success with innovations. The purpose of this paper is to employ the concept of personal initiative to investigate the underestimated role of employees’ agency in complex processes of innovation, showing the impact of personal initiative on employees’ innovation success. Design/methodology/approach Based on two embedded cases of environmental bottom-up innovation at a large manufacturing company, this study examines employees’ behavior in generating, championing and realizing such initiatives. Findings This paper provides insights into how employees succeeded, through taking initiative in generating, championing and realizing environmental initiatives despite facing high complexity, and resource constraints. Without being prompted from the top down, employees started these initiatives themselves and showed phase-specific behavior in overcoming the various challenges. Thus, self-starting behavior was found dominant in generating ideas, whereas proactive and persistent forms of behavior were found to be prevalent in championing and rolling out the initiatives. Originality/value Current understandings of EDI highlight the importance of developing employees’ potential capabilities and organizational-level guidance. Using an active performance perspective, this study emphasizes the importance of employees’ agency in ensuring EDI success, even when conditions are not conducive to their doing so.

AB - Purpose Previous work on employee-driven innovation (EDI) has demonstrated the benefits of employees’ proactive behavior in achieving success with innovations. The purpose of this paper is to employ the concept of personal initiative to investigate the underestimated role of employees’ agency in complex processes of innovation, showing the impact of personal initiative on employees’ innovation success. Design/methodology/approach Based on two embedded cases of environmental bottom-up innovation at a large manufacturing company, this study examines employees’ behavior in generating, championing and realizing such initiatives. Findings This paper provides insights into how employees succeeded, through taking initiative in generating, championing and realizing environmental initiatives despite facing high complexity, and resource constraints. Without being prompted from the top down, employees started these initiatives themselves and showed phase-specific behavior in overcoming the various challenges. Thus, self-starting behavior was found dominant in generating ideas, whereas proactive and persistent forms of behavior were found to be prevalent in championing and rolling out the initiatives. Originality/value Current understandings of EDI highlight the importance of developing employees’ potential capabilities and organizational-level guidance. Using an active performance perspective, this study emphasizes the importance of employees’ agency in ensuring EDI success, even when conditions are not conducive to their doing so.

KW - Bottom-up innovation

KW - Eco-innovation

KW - Employee-driven innovation

KW - Personal initiative

KW - Proactive behaviour

KW - Qualitative case study

U2 - 10.1108/EJIM-12-2018-0278

DO - 10.1108/EJIM-12-2018-0278

M3 - Journal article

VL - 22

SP - 821

EP - 844

JO - European Journal of Innovation Management

JF - European Journal of Innovation Management

SN - 1460-1060

IS - 5

ER -