Reflection as a facilitator of teachers' innovative work behaviour

Messmann, Gerhard; Mulder, Regina H.

doi:10.1111/ijtd.12052

Cited by 61 publications

(54 citation statements)

References 29 publications

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“…However, we should note that some studies that define informal learning in a different way or focus on formal learning consider the factors feedback (Mulder, ) and intention (Kyndt, Onghena, Smet, & Dochy, ) as predictors and determinants of learning. Furthermore, reflection was found as positive correlate of innovative work behavior (Messmann & Mulder, ), which might be similar to workplace learning behavior and was used as part of a scale to measure learning outcomes in a care worker sample (Kyndt, Govaerts, et al, ). Otherwise, Kyndt and Beausaert () see feedback opportunities and reflection opportunities as parts of IWL conditions.…”

Section: Discussionmentioning

confidence: 99%

Informal workplace learning: Development and validation of a measure

Decius

Schaper

Seifert

2019

Human Resource Dev Quarterly

132

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Informal workplace learning (IWL) is an important part of workrelated continuing education, especially in the case of bluecollar workers. The current article presents a new measure of IWL, which we developed based on the already existing Dynamic Model of Informal Learning by Tannenbaum et al. (2010). We extended the model to eight components by theoretical considerations, introducing a second-order structure. Each component is represented on the IWL scale with three items, the subscales have sound internal consistencies (α range between .76 and .92). The article also presents a short version of the scale comprising eight items (α = .79). Study 1 describes the process of item selection, while Study 2 deals with different theoretically conceivable models comparing their model fits. The predicted model with eight factors in a second-order structure achieves the best model fit. In addition, convergent, discriminant, and criterion validity are demonstrated. Mediumsized relationships of IWL components to conscientiousness and learning outcomes confirm the nomological network we developed previously in our study. The discussion provides limitations and possible scientific and practical applications of the IWL scale, for example, the transfer of the measure to other contexts and target groups. K E Y W O R D S blue-collar workers, informal workplace learning, scale development

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Section: Discussionmentioning

confidence: 99%

Informal workplace learning: Development and validation of a measure

Decius

Schaper

Seifert

2019

Human Resource Dev Quarterly

132

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“…Based on the premise that TLB are crucial for efficient teamwork, the frequent engagement in TLB characterizes a healthy team that is well prepared for tackling complex tasks. Messmann and Mulder (2015) argued that employees who engage in reflection as a work-related learning behavior develop a higher amount of flexibility which, in turn, allows them to adapt to novel, ambiguous, or unexpected situations and tasks more easily. This effect is grounded in theories of experiential learning (Kolb, 1984;Kolodner, 1997), which argue that continuous reflection on experiences leads to more advanced and generalizable action plans (i.e., cognitive representations of appropriate solutions for tasks).…”

Section: Tiwb and Tlbmentioning

confidence: 99%

The Impact of Team Learning Behaviors on Team Innovative Work Behavior

Widmann

Messmann

Mulder

2016

Human Resource Development Review

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The aim of this review was to get insight into the impact of learning behaviors on innovative behavior in work teams. We addressed this issue by carrying out a systematic literature review. Thirty-one articles that reported studies on learning and innovation development in work teams were included in the review. By integrating the correlational findings of the original studies, we found that, at large, all investigated team learning behaviors had an effect on aspects of team innovative work behavior. Concerning specific team learning behaviors, sharing, team reflection, and team activity had the strongest impact on teams' engagement in innovation development. A central conclusion is that learning and innovation development are mutually dependent aspects of teamwork and that fostering one aspect will also be beneficial for the other. Based on our findings, we draw practical implications for fostering team development through enhancing learning behaviors and innovative work behavior in teams. Keywords team development, innovative work behavior, innovation, creativity, team learningInnovations at work are a crucial means for organizations to cope with increasing customer expectations, competition, and market dynamics (Anderson, Potočnik, & Zhou, 2014;Fay, Shippton, West, & Patterson, 2015;Subramaniam & Youndt, 2005). research-article2016 430 Human Resource Development Review 15(4)Innovations encompass all products and processes that are new and beneficial for an organization or a particular (group of) employees by providing an adequate solution for challenging tasks or situations (Messmann & Mulder, 2012). Innovations not only enable organizations to attain external benefits but are also a means to secure efficient internal processes that are the basis for organizational production processes or the provision of services. For employees, who are a key element of an organization's internal functioning, innovations are beneficial because they allow more effective work processes (e.g., improved communication processes at work), improved work conditions, and increased job satisfaction and other aspects of well-being (Anderson, De Dreu, & Nijstad, 2004;Janssen, 2000;Kanter, 1988). Moreover, innovations are not only a crucial outcome but, more importantly, include a dynamic, developmental process that has major implications for the professional development of employees (Evers, Kreijns, Van der Heijden, & Gerrichhauzen, 2011;Messmann & Mulder, 2012).Although innovations provide advantages for organizations and for their employees, the focus of practitioners and researchers was mainly on the return on investment of innovations. By contrast, the process of the development of innovations and, more importantly, the role of employees' contributions in this process has been largely neglected (Crossan & Apaydin, 2010). Only in recent years, there was a substantial increase in studies that were devoted to processes of "individual innovation" and thus highlight that organizations increasingly need their employees to activel...

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“…The value represents most employees who claim that employees have innovative behavior in the company's operational activities. In accordance with [8] that innovation not only allows organizations to improve processes and outcomes but also helps employees to master non-routine situations and tasks at work.…”

Section: Resultsmentioning

confidence: 83%

Knowledge Creation and Innovative Behavior in Industry 4.0

Setiawan¹,

Yuniarsih²

2020

Proceedings of the 3rd Global Conference on Business, Management, and Entrepreneurship (GCBME 2018)

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The lack of innovative employee behavior that is described by the phenomenon of decreasing and increasing performance of PT Perkebunan Nusantara VIII is a problem in company organization. If this problem is not addressed immediately, it will have an impact on the achievement of corporate management objectives, which in turn will affect the performance, productivity, and sustainability of the company. The purpose of research is to analyze about (1) knowledge creation and innovative behavior of employees of PT. Perkebunan Nusantara VIII (2) the influence of knowledge creation on innovative behavior of employees of PT. Perkebunan Nusantara VIII. Respondents in this study are employees of PT. Perkebunan Nusantara VIII. The population in this research is employees of PT Perkebunan Nusantara VIII which amounts to 16.815 people, with the minimum sample size amounted to 364 people.

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Reflection as a facilitator of teachers' innovative work behaviour

Cited by 61 publications

References 29 publications

Informal workplace learning: Development and validation of a measure

Informal workplace learning: Development and validation of a measure

The Impact of Team Learning Behaviors on Team Innovative Work Behavior

Knowledge Creation and Innovative Behavior in Industry 4.0

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