Principles to Guide Employees to Next Level Innovation Cycles: How Organisations Can Develop New Sustainable Business?

Abstract

Purpose

Giving guidance to organisations by exploring the role of employees in innovating for new sustainable business.

Design/Methodology/Approach

This chapter builds upon two methods. Based on a literature study, with a focus on the work of Jan Kees Looise on social innovation, the main principles for the role of employees in next level innovation cycles are explored. Second, these principles are illustrated and refined in a case example.

Findings

New sustainable business can be stimulated by a combination of principles that strengthen the purpose, autonomy and mastery of employees.

Research Limitations/Implications

The case is stemming from a high-tech sector. Future research should explore whether the principles can be applied to other sectors.

Practical Implications

Managers have a big influence on the innovative potential of an organisation. This influence can obstruct or stimulate next practice innovation platforms. The principles that are highlighted in this chapter give guidance to managers how they can create an enabling environment for innovation.

Social Implications

A main point in the innovation approach described in this chapter is based on giving freedom to employees. This triggers an external focus to really understand the developments in society and how an organisation can improve their added value by acting upon this.

Originality/Value

The combination of innovation, customer value and sustainability is a rather new area in both literature and management practice.

Citation

Nijhof, A. and Paashuis, V. (2014), "Principles to Guide Employees to Next Level Innovation Cycles: How Organisations Can Develop New Sustainable Business?", Human Resource Management, Social Innovation and Technology (Advanced Series in Management, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. 37-53. https://doi.org/10.1108/S1877-636120140000014008