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Accelerating High Involvement: The Role Of New Technologies In Enabling Employee Participation In Innovation

Author

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  • NAGWAN ABU EL-ELLA

    (HHL Leipzig Graduate School of Management, Jahnallee 59, 04109 Leipzig, Germany)

  • MARTIN STOETZEL

    (Chair of Information Systems III, University of Erlangen-Nuremberg, Lange Gasse 20, 90403 Nuremberg, Germany)

  • JOHN BESSANT

    (University of Exeter Business School, Streatham Court, Exeter EX4 4ST, United Kingdom)

  • ANDREAS PINKWART

    (HHL Leipzig Graduate School of Management, Jahnallee 59, 04109 Leipzig, Germany)

Abstract

The experience of implementing employee involvement in innovation can be viewed as a bounded opportunity. Whilst long-term strategic benefits could flow from organising participation across the workforce, creating structures that sustain such a culture is highly complex. In effect the "transaction costs" of high involvement innovation limit its implementation. However a number of technological and social developments (such as innovation platforms and company social networks) offer new options in this space which may change this. In particular the "reach" and "richness" trade-off could be changed to permit higher levels of participation in larger-scale projects. Much depends on the ways in which implementation of systems deploying these new approaches is undertaken and the development of appropriate behavioural routines to support them. This paper explores a number of cases within German enterprises and reports early experience along this learning curve.

Suggested Citation

  • Nagwan Abu El-Ella & Martin Stoetzel & John Bessant & Andreas Pinkwart, 2013. "Accelerating High Involvement: The Role Of New Technologies In Enabling Employee Participation In Innovation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 17(06), pages 1-22.
    • Handle: RePEc:wsi:ijimxx:v:17:y:2013:i:06:n:s1363919613400203
    DOI: 10.1142/S1363919613400203
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    References listed on IDEAS

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    1. Nonaka, Ikujiro & Nishiguchi, Toshihiro, 2001. "Knowledge Emergence: Social, Technical and Evolutionary Dimensions of Knowledge Creation," OUP Catalogue, Oxford University Press, number 9780195130638.
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    Cited by:

    1. Izabelle Bäckström & Malin Lindberg, 2018. "Behavioural Implications Of Employee-Driven Innovation — A Critical Discourse Analysis," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 22(07), pages 1-18, October.
    2. Zimmerling, Eric & Höllig, Christoph E. & Sandner, Philipp G. & Welpe, Isabell M., 2019. "Exploring the influence of common game elements on ideation output and motivation," Journal of Business Research, Elsevier, vol. 94(C), pages 302-312.
    3. Opland, Leif Erik & Pappas, Ilias O. & Engesmo, Jostein & Jaccheri, Letizia, 2022. "Employee-driven digital innovation: A systematic review and a research agenda," Journal of Business Research, Elsevier, vol. 143(C), pages 255-271.
    4. Jakob Pohlisch, 2020. "Internal Open Innovation—Lessons Learned from Internal Crowdsourcing at SAP," Sustainability, MDPI, vol. 12(10), pages 1-22, May.
    5. Marcia Nathai-Balkissoon & Chris Maharaj & Rafael Guerrero & Rydell Mahabir & Isaac Dialsingh, 2017. "Pilot development of innovation scales for beverage manufacturing companies in a developing country," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1379214-137, January.
    6. Reinke, Kathleen, 2022. "Ungenutztes Potenzial in der Belegschaft? Die Auswirkungen von digitaler Mitarbeiterbeteiligung [Untapped Potential in the Workforce? The Impact of Digital Employee Participation]," Junior Management Science (JUMS), Junior Management Science e. V., vol. 7(1), pages 134-149.
    7. Sonja Christina Sperber, 2017. "The Top Managers' Impact On Opening The Organizational Culture To Innovation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(02), pages 1-42, February.

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