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Modes of approach to employee-driven innovation in France: an empirical study

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  • Ann-Charlotte Teglborg-Lefèvre

    (Advancia Graduate Business School, Paris Chamber of Commerce & Industry, ateglborg@advancia-negocia.fr)

Abstract

By means of an exploratory analysis based on six specific case studies that are representative of the French approach to employee-driven innovation (EDI), this article demonstrates that EDI can mean very different things in different organizations. In the first part of the article, the reasons why businesses choose to adopt structured approaches that foster EDI will be reviewed. The second part describes the conceptual prism through which approaches to employee-driven innovation are analysed, while the third part outlines the methodology underlying the study. In the fourth section, case studies illustrating the variety of EDI approaches are presented. The penultimate section features an examination of the factors which differentiate the various modes of existence of structured approaches to EDI. The article concludes with a discussion of the results obtained.

Suggested Citation

  • Ann-Charlotte Teglborg-Lefèvre, 2010. "Modes of approach to employee-driven innovation in France: an empirical study," Transfer: European Review of Labour and Research, , vol. 16(2), pages 211-226, May.
    • Handle: RePEc:sae:treure:v:16:y:2010:i:2:p:211-226
    DOI: 10.1177/1024258910364319
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    References listed on IDEAS

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    1. Kenneth E. Knight, 1967. "A Descriptive Model of the Intra-Firm Innovation Process," The Journal of Business, University of Chicago Press, vol. 40, pages 478-478.
    2. Wanda J. Orlikowski, 2000. "Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations," Organization Science, INFORMS, vol. 11(4), pages 404-428, August.
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