Oeij / Rus / Pot Workplace Innovation

Theory, Research and Practice
1. Auflage 2017
ISBN: 978-3-319-56333-6
Verlag: Springer International Publishing
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 413 Seiten, eBook

Reihe: Aligning Perspectives on Health, Safety and Well-Being

This book focuses on workplace innovation, which is a key element in ensuring that organizations and the people within them can adapt to and engage in healthy, sustainable change. It features a collection of multi-level, multi-disciplinary contributions that combine theory, research and practical perspectives. In addition, the book presents new perspectives from a number of nations on policies with novel theoretical approaches to workplace innovation, as well as international case studies on the subject. These cases highlight the role of leadership, the relation between workplace innovation and well-being, as well as the do’s and don’ts of workplace innovation implementation. Whether you are an experienced workplace practitioner, manager, a policy-maker, unionist, or a student of workplace innovation, this book contains a range of tips, tools and international case studies to help the reader understand and implement workplace innovation.

Zielgruppe

Research

Autoren/Hrsg.

Oeij, Peter

Rus, Diana

Pot, Frank D.

Inhaltsverzeichnis

1;Foreword;6
1.1;Science and Research;6
1.2;Policy Making;8
1.3;Employer’s Perspective;9
1.4;Employees’ Perspective;10
2;Contents;12
3;Editors and Contributors;15
4;1 Introduction: The Need to Uncover the Field of Workplace Innovation;18
4.1;1.1 Where Does Workplace Innovation Come from?;18
4.2;1.2 Why Now a Book on Workplace Innovation?;19
4.3;1.3 What Is the Book About?;20
4.4;1.4 What Do We Intend to Achieve?;25
4.5;1.5 What Are the Plans from Here?;25
5;Policy;26
6;2 European Policy on Workplace Innovation;27
6.1;2.1 Introduction;27
6.2;2.2 Recent Updates of Productivity and Industrial Democracy Policies;28
6.3;2.3 The ‘90s, the ‘Green Paper’, EWON and the European Work and Technology Consortium;29
6.4;2.4 The Lisbon Agenda and Work-In-Net and EDI: Fragmentation of a Message;30
6.5;2.5 EU2020 Strategy and EUWIN;32
6.5.1;2.5.1 A New Start;33
6.5.2;2.5.2 DG GROW in the Lead;33
6.5.3;2.5.3 DG EMPL;34
6.5.4;2.5.4 An Emerging European Policy;36
6.6;2.6 Conclusions, Discussion and Perspectives;36
6.7;References;39
7;3 National and Regional Policies to Promote and Sustain Workplace Innovation;43
7.1;3.1 Introduction;43
7.2;3.2 The Policy Matrix;44
7.3;3.3 The Problems of Slow Diffusion and Low Awareness;45
7.4;3.4 Workplace Innovation in European Policy Contexts;46
7.4.1;3.4.1 Norway;46
7.4.2;3.4.2 Sweden;47
7.4.3;3.4.3 Finland;48
7.4.4;3.4.4 Denmark;49
7.4.5;3.4.5 Germany;50
7.4.6;3.4.6 The Netherlands;51
7.4.7;3.4.7 Flanders;52
7.4.8;3.4.8 The UK and Scotland;52
7.4.9;3.4.9 Ireland;54
7.4.10;3.4.10 France;54
7.4.11;3.4.11 The Basque Country;55
7.4.12;3.4.12 Building Capacity Elsewhere in Europe;56
7.5;3.5 Summary of the Policy Overview;56
7.6;3.6 Methods for Meeting the Challenges of Diffusion;56
7.7;3.7 Conclusion;58
7.8;References;59
8;4 Why Industrie 4.0 Needs Workplace Innovation—A Critical Essay About the German Debate on Advanced Manufacturing;61
8.1;4.1 Vision, Core Objective Promoters and Problems of Industrie 4.0 in Germany;62
8.2;4.2 A New Innovation Paradigm;66
8.3;4.3 Changing the Focus: The Growing Importance of Workplace Innovation for Shaping the Future;68
8.4;4.4 Conclusion and Outlook;71
8.5;References;73
9;Theory Matters & Evidence;77
10;5 Theoretical Approaches Supporting Workplace Innovation;78
10.1;5.1 Introduction;78
10.2;5.2 Other Theoretical Approaches;81
10.3;5.3 Integrating the Perspectives;88
10.4;5.4 Conclusion and Discussion;90
10.5;Acknowledgements;91
10.6;References;91
11;6 Evidence of Workplace Innovation from Organisational and Economic Studies;94
11.1;6.1 Introduction;94
11.2;6.2 Conceptualising WPI;95
11.3;6.3 Do Current Research Approaches Provide Convincing Evidence?;97
11.3.1;6.3.1 Case Studies;98
11.3.2;6.3.2 Surveys and Statistical Approaches;99
11.3.3;6.3.3 Experiments;101
11.3.4;6.3.4 Literature Reviews;102
11.3.5;6.3.5 A Multipronged Approach: Towards a New Methodological Agenda;104
11.4;6.4 Why Do Not All Companies Opt for Workplace Innovation?;105
11.5;6.5 Conclusion and Discussion;106
11.6;References;107
12;7 Workplace Innovation and Wellbeing at Work;110
12.1;7.1 Introduction;110
12.2;7.2 Description of Concepts of Workplace Innovation;110
12.3;7.3 Theoretical Foundation of the Relation Between Workplace Innovation and Wellbeing at Work;113
12.3.1;7.3.1 Organisational Design Theories;113
12.3.2;7.3.2 Change Process Theories;116
12.3.3;7.3.3 A Conditional Approach to Wellbeing at Work;117
12.4;7.4 Obstacles and Dilemmas;119
12.5;7.5 Examples of Policies on Wellbeing at Work;119
12.6;7.6 Adjustment of Research Designs;122
12.7;7.7 Epilogue;122
12.8;References;123
13;8 Workplace Innovation and Wellbeing at Work: A Review of Evidence and Future Research Agenda;126
13.1;8.1 Wellbeing at Work;126
13.2;8.2 Determinants of Wellbeing at Work;127
13.3;8.3 The Evidence Base on Key Determinants of Wellbeing at Work;128
13.3.1;8.3.1 Negative Facets of WB;130
13.3.2;8.3.2 Positive Facets of WB;130
13.4;8.4 Examples of Good Practice to Promote Workplace Innovation and Wellbeing at Work;135
13.4.1;8.4.1 Vision Zero;135
13.4.2;8.4.2 PRIMA-EF;136
13.5;8.5 Conclusions and Recommendations for Future Research and Practice;137
13.6;References;139
14;Research;144
15;9 Framing Workplace Innovation Through an Organisational Psychology Perspective: A Review of Current WPI Studies;145
15.1;9.1 Introduction;145
15.2;9.2 Domain of WPI;146
15.3;9.3 Intersections Between WOP and WPI;149
15.4;9.4 Examining Current WPI Studies Assuming a WOP Perspective;151
15.4.1;9.4.1 Job Autonomy;152
15.4.2;9.4.2 Job Flexibility;155
15.4.3;9.4.3 Participation in Organisational Life;156
15.5;9.5 Conclusions;157
15.6;Acknowledgements;157
15.7;References;158
16;10 Implementing Workplace Innovation Across Europe: Why, How and What?;162
16.1;10.1 Introduction;162
16.2;10.2 The Concept of WPI;163
16.3;10.3 The Eurofound Study;164
16.3.1;10.3.1 Sampling;165
16.3.2;10.3.2 Methods and Fieldwork;165
16.3.3;10.3.3 Results of WPI Implementation in Practice;166
16.3.3.1;10.3.3.1 Why Do Companies Want to Implement WPI?;166
16.3.3.2;10.3.3.2 What Are Motives to Implement WPI?;169
16.3.3.3;10.3.3.3 What Are Important Leverage Factors for the Implementation of WPI?;170
16.3.3.4;10.3.3.4 What Are the Impacts or Expected Impacts of WPI?;171
16.3.4;10.3.4 Summary;172
16.3.5;10.3.5 How Do Companies Implement WPI?;173
16.3.6;10.3.6 Three Company Examples of the WPI Implementation Process;175
16.3.6.1;10.3.6.1 Examples of the WPI Implementation Process;175
16.4;10.4 Conclusion and Lessons for Practice;177
16.4.1;10.4.1 Some Pointers for Practitioners;178
16.4.2;10.4.2 Coda;179
16.5;Acknowledgements;179
16.6;References;180
17;11 Workplace Innovation as Institutional Entrepreneurship;183
17.1;11.1 Introduction;183
17.2;11.2 WPI from a Neo-Institutional Perspective;185
17.3;11.3 Methodology;188
17.4;11.4 Institutional Embedding of WPI Activities in Six Danish Companies;189
17.5;11.5 Analysis;195
17.6;11.6 Conclusion;197
17.7;References;198
18;12 Creating the Bottom-up Organisation from the Top: Leaders as Enablers of Workplace Innovation;200
18.1;12.1 Introduction;200
18.2;12.2 Workplace Innovation and “the British Disease”;202
18.3;12.3 The Gap;205
18.4;12.4 Driving Workplace Innovation in UK Organisations;205
18.5;12.5 The Case Studies;206
18.6;12.6 Drax Power: Transforming Industrial Relations and Leadership;207
18.6.1;12.6.1 Working Together with Trade Unions;208
18.6.2;12.6.2 Leading a Culture of Communication and Consultation at Drax;208
18.6.3;12.6.3 Who Benefits?;209
18.6.3.1;12.6.3.1 Improved Understanding;209
18.6.3.2;12.6.3.2 Partnership Working from a Trade Union Perspective;209
18.6.3.3;12.6.3.3 Supporting People Through Change;209
18.6.3.4;12.6.3.4 Employee Voice;210
18.6.4;12.6.4 Prognosis;210
18.7;12.7 Skanska: Living Corporate Values;210
18.7.1;12.7.1 Mutually Reinforcing Practices: The Journey to Culture Change;211
18.7.2;12.7.2 Who Benefits?;212
18.7.3;12.7.3 Prognosis;213
18.8;12.8 Bristan: Positioning for Sustained Competitiveness;213
18.8.1;12.8.1 Leadership by Behaviour;213
18.8.2;12.8.2 Who Benefits?;215
18.9;12.9 Conclusion;215
18.9.1;12.9.1 Positioning the Organisation for a Better Future, not Responding to Crisis;216
18.9.2;12.9.2 Diverse Entry Points Leading to Systemic Approach;216
18.9.3;12.9.3 Workplace Innovation as ‘the Sum of the Parts’;216
18.9.4;12.9.4 Consistent Values and Behaviours;216
18.10;Acknowledgements;217
18.11;References;217
19;13 Lean as a Tool for Local Workplace Innovation in Hospitals;219
19.1;13.1 Introduction;219
19.2;13.2 The Development and Testing of P-Lean;220
19.2.1;13.2.1 Findings;222
19.2.2;13.2.2 Concluding Remarks on the Case Presentation;224
19.3;13.3 Possibilities and Barriers for Lean as a Tool for Local Workplace Innovation in Hospitals;226
19.4;13.4 The Difference Between the Approach in P-Lean and the Traditional Drive for Productivity Increase in Hospitals;226
19.5;13.5 The Relation Between the Concept of Value in Lean, Professional Healthcare Values as Well as Employee Well-Being as a Value;229
19.6;13.6 Lean and Standardisation as a Risk of Reducing Employee Autonomy and Control of Work;230
19.7;13.7 Conclusion;233
19.8;Acknowledgements;233
19.9;References;233
20;14 Workplace Innovation Context in Poland: Between Structure and Agency;236
20.1;14.1 Introduction;236
20.2;14.2 Specificity of Institutional and Cultural Conditions of WPI in Poland;237
20.3;14.3 Research and Methodology;241
20.3.1;14.3.1 Purpose of This Research;241
20.3.2;14.3.2 Research Questions;241
20.3.3;14.3.3 Data Sources and Methods;242
20.4;14.4 Results of the Empirical Analysis: From Needs Through Implementing Innovations;244
20.4.1;14.4.1 Generating and Implementing Innovation: Top Down versus Bottom up Initiatives;245
20.4.2;14.4.2 Goals and Outcomes of Innovation Processes: Between Declared Objectives and Instrumentalisation;247
20.5;14.5 Conclusions: Trust and Participation Between Structural and Individual Influences;248
20.6;14.6 Discussion and Further Research;249
20.7;References;250
21;15 Workplace Innovation and the Quality of Working Life in an Age of Uberisation;253
21.1;15.1 Introduction;253
21.2;15.2 Innovation and Uber;255
21.3;15.3 Uber and the Quality of Working Life;258
21.4;15.4 Conclusion;262
21.5;Acknowledgements;264
21.6;References;264
22;16 Towards the High Road of Workplace Innovation in Europe? An Illustration of the Usefulness of the Dataset of the European Working Conditions Survey;268
22.1;16.1 Introduction;268
22.2;16.2 Methodology;269
22.2.1;16.2.1 The European Working Conditions Survey;269
22.2.2;16.2.2 Job Quality Indices;270
22.2.3;16.2.3 Types of Work Organisation;271
22.3;16.3 Analysis;272
22.3.1;16.3.1 Employee Involvement Related to Types of Work Organisation;272
22.3.2;16.3.2 Strong Structural Differences in Forms of Employee Involvement;273
22.3.3;16.3.3 Forms of Employee Involvement Work Organisation and Job Quality;276
22.3.4;16.3.4 Types of Work Organisation and Other Human Resource Practices;278
22.3.4.1;16.3.4.1 Role Clarity;279
22.3.4.2;16.3.4.2 Training and Learning;279
22.3.4.3;16.3.4.3 Management of Change;279
22.3.5;16.3.5 Meaningful Work, Engagement and Well-Being;279
22.4;16.4 Conclusions and Discussion;281
22.5;Acknowledgements;283
22.6;References;283
23;Practice;285
24;17 Towards a Total Workplace Innovation Concept Based on Sociotechnical Systems Design;286
24.1;17.1 Introduction;286
24.2;17.2 STS-D Theory as the Base for TWIN;289
24.2.1;17.2.1 The Relation Between the Division of Labour and Productivity;291
24.2.2;17.2.2 The Relation Between the Division of Labour and Employee Involvement;293
24.3;17.3 STS-D Design Principles;293
24.4;17.4 Design as a Strategic Issue;296
24.5;17.5 Robust Organisation Design;296
24.6;17.6 Complementary Approaches to STS-D for TWIN;298
24.6.1;17.6.1 Lean Thinking;298
24.6.2;17.6.2 Total Productive Maintenance (TPM);298
24.6.3;17.6.3 Relational Coordination Theory;299
24.6.4;17.6.4 The New World of Work;299
24.6.5;17.6.5 Human Resources Management (HRM);300
24.6.6;17.6.6 Archipelago ICT Thinking;300
24.6.7;17.6.7 Sociocracy or the Circular Organisation;301
24.7;17.7 Conclusion;302
24.8;Acknowledgements;302
24.9;References;303
25;18 Five Steps to Develop Workplace Innovation;305
25.1;18.1 Introduction;305
25.2;18.2 Why Workplace Innovation?;306
25.3;18.3 How Workplace Innovation Will Transform Your Organisation;307
25.4;18.4 Where to Begin?;308
25.5;18.5 What Are the ‘Elements’ of Workplace Innovation?;311
25.5.1;18.5.1 The First Element: Jobs and Teams;311
25.5.2;18.5.2 The Second Element: Organisational Structures, Management and Procedures;314
25.5.3;18.5.3 The Third Element: Employee-Driven Improvement and Innovation;316
25.5.4;18.5.4 The Fourth Element: Co-created Leadership and Employee Voice;318
25.6;18.6 How to Achieve Commitment from Everyone in Your Organisation?;320
25.7;18.7 Onwards;322
25.8;References;322
26;19 Management Practices for Promoting Employee-Driven Innovation;324
26.1;19.1 Introduction;324
26.2;19.2 The Context of EDI in Norway;325
26.2.1;19.2.1 Historical Background;325
26.2.2;19.2.2 The Basic Agreement as a Backbone for EDI;326
26.3;19.3 Why EDI?;327
26.4;19.4 Theory;328
26.4.1;19.4.1 What is Employee-Driven Innovation?;328
26.4.2;19.4.2 EDI and the Role of Management;329
26.5;19.5 Method;331
26.6;19.6 Findings;332
26.7;19.7 Discussion;335
26.8;19.8 Conclusion;337
26.9;Appendix;338
26.10;References;338
27;20 How Can Work and Organisational Psychologists Fortify the Practice of Workplace Innovation?;342
27.1;20.1 Introduction;342
27.2;20.2 What Challenges Is W&O Psychology Called to Deal with in WPI Practice?;343
27.3;20.3 How Can WPI Practice Recognize the Untapped Potential of W&O Psychology?;348
27.4;20.4 How Can W&O Psychologists Strengthen Their Contribution to WPI Practice?;349
27.5;20.5 Concluding Thoughts;352
27.6;Acknowledgements;353
27.7;References;353
28;21 Case Studies Can Support Definitions of Workplace Innovation in Practice;357
28.1;21.1 Definitions of Workplace Innovation Are Not Very Actionable;357
28.2;21.2 What Makes a Case a Good Example of WPI Practice?;359
28.3;21.3 The Eurofound Study: A Source for WPI Cases;362
28.4;21.4 Cases That Distinguish Between Substantial and Less Substantial WPI Practices;362
28.5;21.5 Cases that Distinguish Between Actionable and Less Actionable Information for WPI;364
28.6;21.6 Inspiring WPI Cases;366
28.7;21.7 Cases that Are Good Examples of WPI;369
28.8;21.8 Conclusion;373
28.9;Acknowledgements;374
28.10;References;374
29;22 From Automated Defensive Behaviour to Innovation Resilience Behaviour: A Tool for Resilient Teamwork as an Example of Workplace Innovation;376
29.1;22.1 Introduction;376
29.2;22.2 Development of the IRB Tool;377
29.2.1;22.2.1 Theoretical Underpinnings;378
29.2.2;22.2.2 Methodology of Investigating the Basis of the Model for the IRB Tool;380
29.3;22.3 The IRB-Tool;382
29.4;22.4 Conclusion and Discussion;387
29.5;Annex Innovation Resilience Behaviour Tool/IRB Tool;388
29.6;References;396
30;Conclusion;398
31;23 Conclusion: The Way Forward with Workplace Innovation;399
31.1;23.1 Introduction;399
31.2;23.2 State of the Art on Workplace Innovation Policy in Europe;400
31.3;23.3 Alignment of Research Perspectives: Similarities and Dissimilarities;401
31.4;23.4 Towards Convergence and Mutual Reinforcement;404
31.5;23.5 The Future;408
32;Index;411

Über Autor(innen)

Peter Oeij – holds masters of arts in history and sociology (Erasmus University, Rotterdam – NL) and a master of science in psychology (Open University, Heerlen – NL). He was affiliated to IVA Tilburg Institute for Social Research (Tilburg University - NL). He is now a senior researcher/consultant for TNO, The Netherlands Organisation for Applied Scientific Research  (Leiden – NL) and Ph.D. candidate at the Faculty of Management, Science and Technology, Open University of the Netherlands (Heerlen – NL). The main topics of his work are innovation management, workplace innovation, social innovation, productivity, flexibility and working smarter, all are on the crossing point of organisation, management and personnel issues. His PhD thesis will deal with team dynamics in innovation projects.
Diana Rus – Diana specializes in innovation management and leadership effectiveness. Prior to becoming Managing Partner at Creative Peas, Diana has worked as a management consultant in Germany, as an assistant professor in organizational psychology at the University of Groningen (NL) and as a visiting researcher at the Kellogg School of Management (USA). Diana frequently publishes her work in scientific and practitioner management journals, presents at various international conferences, teaches in executive education programs and performs research on the effects of leadership and climate on innovation, value creation and innovation in service ecosystems, the effects of HRM practices on innovative performance as well as on identifying HRM practices that are beneficial to embedding open innovation in organizations. Diana holds a M.Sc. In Organization Studies from the University of Tilburg (NL) and a PhD in Management from the Rotterdam School of Management (NL).    Frank D. Pot – is sociologist and emeritus professor of Social Innovation of Work and Employment, Radboud University Nijmegen, the Netherlands. He is Chair of the Advisory Board of the ‘European Workplace Innovation Network (EUWIN)’ (2013 – 2017) and member of the Scientific Advisory board of SI DRIVE (Social Innovation Driver for Change; 2014 - 2018). He is publishing scientific and policy articles and being invited as an expert by trade unions, employers’ associations, government and EU-bodies such as DG Growth, DG Employment, EESC, European Parliament, EU OSHA, EUROFOUND. At the Netherlands Organisation for Applied Scientific Research (TNO) he was director of research at TNO Quality of Life (2005 – 2007) and director of TNO Work and Employment (1996 - 2005).  He was the first chairperson of the Partnership for European Research on Occupational Safety and Health (PEROSH) and member of the Planning Committee of the WHO Collaborating Centres Occupational Health. He was also board member of the European Association of National Productivity Centres (EANPC) and board member and co-founder of the Dutch National Centre for Social Innovation (NCSI). From 1991 – 1999 he was part-time professor of Work and Technology at the University of Leiden.