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Open Access
Article
Publication date: 11 August 2023

Robin Edelbroek, Pascale Peters and Robert J. Blomme

This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion…

1069

Abstract

Purpose

This study aims to contribute to the open innovation (OI) literature by investigating the transitions between three phases in the OI process (i.e. idea generation, idea promotion and idea realization) and how these are moderated by different forms of shared leadership (i.e. transactional, and transformational) as perceived by participants in the OI process.

Design/methodology/approach

The authors tested a set of hypotheses using moderated mediation PLS-SEM models on a bootstrapped sample of OI participants (N = 173).

Findings

The authors found a direct relationship between idea generation and realization, as well as indirectly through idea promotion. This study implies that the promotion of ideas by participants can be beneficial in inter-organizational OI teams, as promotion of ideas provides a linkage between the generation of ideas and the idea realization phase. However, while shared leadership has been shown to be beneficial in conventional teams, the authors found evidence that this may not be the case in inter-organizational OI teams. Higher levels of shared transformational leadership from colleagues with whom employees do not share the same organizational background may hamper the promotion of ideas.

Originality/value

In contrast to the mainstream view, the authors found significant evidence that transformational shared leadership negatively moderates the direct relationship between idea generation and the promotion of ideas and the indirect relationship between idea generation and realization via idea promotion.

Details

European Journal of Management Studies, vol. 28 no. 2
Type: Research Article
ISSN: 2183-4172

Keywords

Open Access
Article
Publication date: 16 October 2017

Iryna Prus, Raoul C.D. Nacamulli and Alessandra Lazazzara

The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining…

5954

Abstract

Purpose

The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining research traditions on the phenomenon.

Design/methodology/approach

This paper systematically reviewed the literature published over the past 20 years, basing on a predefined research protocol. The dimensions of WI were explored with the help of thematic synthesis, while the research perspectives were studied by means of textual narrative synthesis.

Findings

The analysis suggests that there exist four research traditions on WI – built container, humanized landscape, socio-material macro-actor, and polyadic network – and each of them comprises its own set of assumptions, foci of study, and ontological bases. The findings suggest that WI is a heterogeneous process of renovation occurring in eight different dimensions, namely work system, workplace democracy, high-tech application, workplace boundaries, workspaces, people practices, workplace experience, and workplace culture. The analysis showed that over years the meaning of innovation within these dimensions changed, therefore it is argued that research should account for the variability of these categories.

Practical implications

The paper includes implications for developing and implementing WI programs. Moreover, it discusses the role of HR in the WI process.

Originality/value

This paper for the first time systematically reviews literature on the topic of WI, clarifies the concept and discusses directions and implications for the future research.

Access

Only Open Access

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