Mapping key antecedents of employee-driven innovations

Smith, Pernille; Ulhøi, John P.; Kesting, Peter

doi:10.1504/ijhrdm.2012.048629

Cited by 36 publications

(73 citation statements)

References 55 publications

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“…Previous literature on EDI primarily discusses employees' tacit knowledge, including aspects of practice-based experience, company-specific knowledge and useful networks, as crucial starting points for employee participation in innovation processes [17,42,64,65]. Regarding the development of the concept of EDEI, we include additional employee potentials.…”

Section: Identifying Employee Potentials For Edeimentioning

confidence: 99%

“…Numerous studies have identified and described relevant intra-organizational factors that stimulate and foster employee innovative behavior [45,[82][83][84]. Smith et al [64] map intra-organizational factors that cause or support the development of EDI activities based on a comprehensive literature study. They identify four key factors that affect the probability as well as the success of EDI, namely leader support, autonomy, cooperation and innovation climate.…”

Section: Intra-organizational Factors Influencing Edeimentioning

confidence: 99%

“…Furthermore, high levels of autonomy are mentioned in the innovation literature as a crucial factor to enable innovative employee behavior. According to Smith [64] (p. 228), "autonomy is the extent to which employees are given the freedom to make decisions and to carry out tasks without excessive supervision". In addition, the allocation of "slack" resources (e.g., working time and financial budget) is a key factor supporting employees who engage in the creation and further development of new ideas [17,88,89].…”

Section: Intra-organizational Factors Influencing Edeimentioning

confidence: 99%

“…Furthermore, the statement by Smith et al [64] (p. 226) that EDI "includes all activities that are required to change a firm's business model" discloses certain parallels and partially similar features between EDI and intrapreneurship activities [98]. Intrapreneurship describes processes where employees show entrepreneurial behavior within already existing organizations.…”

Section: Distinguishing Edei From Related Conceptsmentioning

confidence: 99%

“…At the same time, challenges inherent in eco-innovation development increase associated levels of uncertainty and risk of failure [4]. From the employee's perspective, suggesting new ideas always comes along with certain inconveniences and exposure which might discourage employees from engaging in such kind of high-intensity behavior [17,19,64]. The theoretical model by Huhtala and Parzefall [108] suggests that employee well-being and innovativeness may constitute self-enhancing cycles.…”

Section: Implications For Green Employees and Green Human Resource Mamentioning

confidence: 99%

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The More, the Merrier: Why and How Employee-Driven Eco-Innovation Enhances Environmental and Competitive Advantage

2016

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Abstract:Innovative solutions are often conjured as a key factor for companies to come closer to the goal of ecological sustainability. Furthermore, proactive eco-innovation activities can encompass competitive advantages. Companies are therefore well advised to tap any available source of innovation. However, although employees' innovative capacity has often been described, to date, their manifold potentials for eco-innovation processes have hardly been examined in detail. The overarching research questions guiding this conceptual paper are why and how employee participation in eco-innovation processes can entail environmental and competitive advantages for companies. The authors introduce the concept of employee-driven eco-innovation (EDEI), defined here as ordinary employees' voluntary engagement in innovation activities within an organizational context that, intentionally or not, lead to environmental improvements. This paper complements previous literature on employee-driven innovation (EDI) by applying it to the specific case of eco-innovation. In this context, employees' comprehensive environmental competences resulting from "tacit knowledge", "private consumer experience" and "green identity" are taken into account. In addition, we delineate critical intra-organizational factors for EDEI activities and illustrate green employees' specific requirements in this regard.

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Section: Identifying Employee Potentials For Edeimentioning

confidence: 99%