Department of Management

Peter Kesting

Employee-driven innovation: extending the license to foster innovation

Research output: Contribution to book/anthology/report/proceedingBook chapterResearchpeer-review

Standard

Employee-driven innovation : extending the license to foster innovation. / Kesting, Peter; Ulhøi, John Parm.

New Perspectives in Employee Engagement in Human Resources. Emerald Group Publishing, 2015. p. 161-184 (Emerald Gems).

Research output: Contribution to book/anthology/report/proceedingBook chapterResearchpeer-review

Harvard

Kesting, P & Ulhøi, JP 2015, Employee-driven innovation: extending the license to foster innovation. in New Perspectives in Employee Engagement in Human Resources. Emerald Group Publishing, Emerald Gems, pp. 161-184.

APA

Kesting, P., & Ulhøi, J. P. (2015). Employee-driven innovation: extending the license to foster innovation. In New Perspectives in Employee Engagement in Human Resources (pp. 161-184). Emerald Group Publishing. Emerald Gems

CBE

Kesting P, Ulhøi JP. 2015. Employee-driven innovation: extending the license to foster innovation. In New Perspectives in Employee Engagement in Human Resources. Emerald Group Publishing. pp. 161-184. (Emerald Gems).

MLA

Kesting, Peter and John Parm Ulhøi "Employee-driven innovation: extending the license to foster innovation". New Perspectives in Employee Engagement in Human Resources. Emerald Group Publishing. (Emerald Gems). 2015, 161-184.

Vancouver

Kesting P, Ulhøi JP. Employee-driven innovation: extending the license to foster innovation. In New Perspectives in Employee Engagement in Human Resources. Emerald Group Publishing. 2015. p. 161-184. (Emerald Gems).

Author

Kesting, Peter ; Ulhøi, John Parm. / Employee-driven innovation : extending the license to foster innovation. New Perspectives in Employee Engagement in Human Resources. Emerald Group Publishing, 2015. pp. 161-184 (Emerald Gems).

Bibtex

@inbook{14b980f7a3534f97829cdbf6ac2063c4,
title = "Employee-driven innovation: extending the license to foster innovation",
abstract = "Purpose – The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee-driven innovation (EDI).Design/methodology/approach – This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.Findings – The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naıve or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.Research limitations/implications – The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be further elaborated and empirically tested.Practical implications – EDI is a helpful tool to gain competitive advantage by utilizing the knowledge and creative potential of employees.Originality/value – This is the first paper that gives a systematic overview of the grand structure of EDI and derives the most important moderating factors from that.",
keywords = "Innovation, Employees participation, Decision making, Organizational culture, Human capital",
author = "Peter Kesting and Ulh{\o}i, {John Parm}",
year = "2015",
language = "English",
isbn = "9781785608735",
pages = "161--184",
booktitle = "New Perspectives in Employee Engagement in Human Resources",
publisher = "Emerald Group Publishing",

}

RIS

TY - CHAP

T1 - Employee-driven innovation

T2 - extending the license to foster innovation

AU - Kesting, Peter

AU - Ulhøi, John Parm

PY - 2015

Y1 - 2015

N2 - Purpose – The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee-driven innovation (EDI).Design/methodology/approach – This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.Findings – The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naıve or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.Research limitations/implications – The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be further elaborated and empirically tested.Practical implications – EDI is a helpful tool to gain competitive advantage by utilizing the knowledge and creative potential of employees.Originality/value – This is the first paper that gives a systematic overview of the grand structure of EDI and derives the most important moderating factors from that.

AB - Purpose – The purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee-driven innovation (EDI).Design/methodology/approach – This is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.Findings – The main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naıve or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.Research limitations/implications – The main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be further elaborated and empirically tested.Practical implications – EDI is a helpful tool to gain competitive advantage by utilizing the knowledge and creative potential of employees.Originality/value – This is the first paper that gives a systematic overview of the grand structure of EDI and derives the most important moderating factors from that.

KW - Innovation

KW - Employees participation

KW - Decision making

KW - Organizational culture

KW - Human capital

UR - http://books.emeraldinsight.com/display.asp?K=9781785608735

M3 - Book chapter

SN - 9781785608735

SP - 161

EP - 184

BT - New Perspectives in Employee Engagement in Human Resources

PB - Emerald Group Publishing

ER -