{"title":"Learning from Differences: Workplace Innovation, Digitalisation and Working Lives in South Korea","authors":"Peter Totterdill","doi":"10.46364/ejwi.v8i1.1219","DOIUrl":"https://doi.org/10.46364/ejwi.v8i1.1219","url":null,"abstract":"","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135928850","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The article reviews two new books in the context of the wider literature.
这篇文章在广泛的文献背景下评论了两本新书。
{"title":"Workplace Innovation","authors":"Richard Ennals","doi":"10.46364/ejwi.v8i1.1217","DOIUrl":"https://doi.org/10.46364/ejwi.v8i1.1217","url":null,"abstract":"The article reviews two new books in the context of the wider literature.","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"131 ","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135928424","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This article describes the methodological outcomes of an action research project conducted with the ethnically diverse and (purportedly) ‘low-skilled’ workforce of a German medium-sized company in early 2021. Perspectives and challenges for workplace development were investigated by engaging the staff members in a novel process of Critical Utopian Action Research, a Nordic research method based on principles of emancipation and democratic engagement (Egmose et al., 2020). Setting aside the original focus of the study on diversity management and inclusion practises, this paper specifically explores the nuances of implementing such a research method through the lens of ‘workplace innovation’. Theoretically, in dialogue with the specific composition of identities in the case-study and the EU policy context of innovation, the article derives two original concepts of worker collectivism and worker autonomy from the meeting point of social- and workplace-innovation literatures. The closing discussion addresses the need for methodological adaptations for (critical utopian) action research to small-sized research projects, aiming to increase research quality. The study concludes by emphasising the potential of action research to promote a socially-driven and participatory approach to workplace innovation, whilst acknowledging the need for more workplace innovation projects for and with both low-skilled and ethnically diverse workforces.
{"title":"Workplace innovation in ‘low-skilled’ sectors: a German case-study of action research","authors":"Simone Rom, K. Green","doi":"10.46364/ejwi.v7i2.985","DOIUrl":"https://doi.org/10.46364/ejwi.v7i2.985","url":null,"abstract":"This article describes the methodological outcomes of an action research project conducted with the ethnically diverse and (purportedly) ‘low-skilled’ workforce of a German medium-sized company in early 2021. Perspectives and challenges for workplace development were investigated by engaging the staff members in a novel process of Critical Utopian Action Research, a Nordic research method based on principles of emancipation and democratic engagement (Egmose et al., 2020). Setting aside the original focus of the study on diversity management and inclusion practises, this paper specifically explores the nuances of implementing such a research method through the lens of ‘workplace innovation’. Theoretically, in dialogue with the specific composition of identities in the case-study and the EU policy context of innovation, the article derives two original concepts of worker collectivism and worker autonomy from the meeting point of social- and workplace-innovation literatures. The closing discussion addresses the need for methodological adaptations for (critical utopian) action research to small-sized research projects, aiming to increase research quality. The study concludes by emphasising the potential of action research to promote a socially-driven and participatory approach to workplace innovation, whilst acknowledging the need for more workplace innovation projects for and with both low-skilled and ethnically diverse workforces.","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"174 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123387546","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Oscar Pakos, Tobias T. Eismann, Martin Meinel, K. Voigt
Providing adequate workspaces for employees is now considered crucial for organizational innovativeness in light of evidence that the work environment influences creative behavior. It is unsurprising, then, that companies increasingly seek to implement modern workspace designs based on what is often referred to as “New Work” to support employee creativity. However, designing, planning, and implementing a modern and creative workspace is highly complex. Existing studies report the multiplicity and interplay of organizational variables affected by such changes at the level of the individual employee (e.g., creativity), the team (e.g., communication) and the organization (e.g., culture). To explore whether and how organizational changemakers take account of these variables when designing creative workspaces, we interviewed 20 experts from companies that have recently implemented creative workspace designs and asked them about the objectives and consequences of their new workspace designs. On comparing their answers to findings reported in the existing literature, we found that these organizations were not fully aware of the organizational impact of such changes and failed to consider creativity enhancement as an explicit goal. Concluding that much of the potential of modern workspace design remains untapped, we propose avenues for further research.
{"title":"“More than meets the eye”: Unveiling the full potential of creative workspaces in modern organizations","authors":"Oscar Pakos, Tobias T. Eismann, Martin Meinel, K. Voigt","doi":"10.46364/ejwi.v7i2.1033","DOIUrl":"https://doi.org/10.46364/ejwi.v7i2.1033","url":null,"abstract":"Providing adequate workspaces for employees is now considered crucial for organizational innovativeness in light of evidence that the work environment influences creative behavior. It is unsurprising, then, that companies increasingly seek to implement modern workspace designs based on what is often referred to as “New Work” to support employee creativity. However, designing, planning, and implementing a modern and creative workspace is highly complex. Existing studies report the multiplicity and interplay of organizational variables affected by such changes at the level of the individual employee (e.g., creativity), the team (e.g., communication) and the organization (e.g., culture). To explore whether and how organizational changemakers take account of these variables when designing creative workspaces, we interviewed 20 experts from companies that have recently implemented creative workspace designs and asked them about the objectives and consequences of their new workspace designs. On comparing their answers to findings reported in the existing literature, we found that these organizations were not fully aware of the organizational impact of such changes and failed to consider creativity enhancement as an explicit goal. Concluding that much of the potential of modern workspace design remains untapped, we propose avenues for further research.","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128642670","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The COVID-19 epidemic forced Singapore to implement a smart lockdown in April 2020. As a result, many businesses were forced to rapidly expedite their shift to digital technologies. Despite many businesses' valiant efforts and great accomplishments, the epidemic has revealed the various ways in which these businesses are susceptible to a crisis. Digital technology has proven to be one of the most essential options for many businesses seeking to grow. This entails making the transition from active experimenting to active scaling up. Regardless of the immense obstacles that many businesses are facing today, they have now recognized that this is the moment to focus and act on new principles and strategies in order to adapt to the changing situation. This manuscript is summary of the results from the qualitative content analysis conducted during the dissertation, to study in what ways are these financial services institutes created or adjusted strategies based on digital technology to become more robust in contexts marked by high uncertainty levels and disruptions. Workplace innovation can be described as the extent to which businesses seek out new ideas in order to improve the engagement of their employees by improving their working conditions, fostering a culture of competent environmental change response, and increasing productivity. On the other hand, digital technology can be defined as all devices, systems, electronic tools, and other resources that, process, generate, and store data
{"title":"Digital technology in a crisis: Role of digital and cloud maturity in organisations surviving and thriving through pandemic crisis","authors":"Khoon Seang Kang","doi":"10.46364/ejwi.v7i2.1065","DOIUrl":"https://doi.org/10.46364/ejwi.v7i2.1065","url":null,"abstract":"The COVID-19 epidemic forced Singapore to implement a smart lockdown in April 2020. As a result, many businesses were forced to rapidly expedite their shift to digital technologies. Despite many businesses' valiant efforts and great accomplishments, the epidemic has revealed the various ways in which these businesses are susceptible to a crisis. Digital technology has proven to be one of the most essential options for many businesses seeking to grow. This entails making the transition from active experimenting to active scaling up. Regardless of the immense obstacles that many businesses are facing today, they have now recognized that this is the moment to focus and act on new principles and strategies in order to adapt to the changing situation. \u0000This manuscript is summary of the results from the qualitative content analysis conducted during the dissertation, to study in what ways are these financial services institutes created or adjusted strategies based on digital technology to become more robust in contexts marked by high uncertainty levels and disruptions. Workplace innovation can be described as the extent to which businesses seek out new ideas in order to improve the engagement of their employees by improving their working conditions, fostering a culture of competent environmental change response, and increasing productivity. On the other hand, digital technology can be defined as all devices, systems, electronic tools, and other resources that, process, generate, and store data \u0000 ","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127697274","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Kristin Lebesby, Hanne O. Finnestrand, Ola Edvin Vie
Across industries, union density is under great pressure from different forms of organisations and, in many ways, a more individualised working life. Employee relations within the public sector have undergone a transition due to privatisation, decentralisation, and the adoption of quality management approaches. Employee relations in Nordic countries are strongly embedded in national regulations and agreements. However, research on workplace development within the public sector rarely includes discussions of the union role. The Nordic model perspective acknowledges that the different social parties share interests and visions, and it promotes a collective effort when workplace development is sought. This paper poses the question of how public organisations can change the “boxing and dancing” behaviour in union–management relationships through the establishment of a parallel organisation (PO). The PO serves as a different organisational mode when the operating organisation is unable to successfully deal with certain prevailing issues, where knowledge rather than authority should determine decisions. The findings show that the PO creates a “dancefloor”, less confined by bureaucratic barriers, where unions and managers co-create new relations. In addition, participants experience more enhancement of their roles, and their focus towards developing their workplace collectively is more prominent. Our findings contribute to the industrial relations literature by proposing POs as a tool for building relations between unions and managers in a public organisation. Our paper also contributes to the PO literature by proposing that the inclusion of unions in a PO can be crucial when attempting to transfer outcomes into the operating organisation.
{"title":"Co-creating New Dancefloors Through a Parallel Organisation","authors":"Kristin Lebesby, Hanne O. Finnestrand, Ola Edvin Vie","doi":"10.46364/ejwi.v7i2.1121","DOIUrl":"https://doi.org/10.46364/ejwi.v7i2.1121","url":null,"abstract":"Across industries, union density is under great pressure from different forms of organisations and, in many ways, a more individualised working life. Employee relations within the public sector have undergone a transition due to privatisation, decentralisation, and the adoption of quality management approaches. Employee relations in Nordic countries are strongly embedded in national regulations and agreements. However, research on workplace development within the public sector rarely includes discussions of the union role. The Nordic model perspective acknowledges that the different social parties share interests and visions, and it promotes a collective effort when workplace development is sought. This paper poses the question of how public organisations can change the “boxing and dancing” behaviour in union–management relationships through the establishment of a parallel organisation (PO). The PO serves as a different organisational mode when the operating organisation is unable to successfully deal with certain prevailing issues, where knowledge rather than authority should determine decisions. The findings show that the PO creates a “dancefloor”, less confined by bureaucratic barriers, where unions and managers co-create new relations. In addition, participants experience more enhancement of their roles, and their focus towards developing their workplace collectively is more prominent. Our findings contribute to the industrial relations literature by proposing POs as a tool for building relations between unions and managers in a public organisation. Our paper also contributes to the PO literature by proposing that the inclusion of unions in a PO can be crucial when attempting to transfer outcomes into the operating organisation.","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"76 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124256402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Garazi Carranza, G. Petrini, Begoña Sánchez, Oihane De la Rua
The rail sector has a significant impact on European industry, hence it is important that it follows current innovative trends if it wants to stay competitive. To this end, the railway sector has to adapt to the new digital revolution that is sweeping the sector, but especially the small and medium-sized companies that are part of it, and Workplace Innovation will play a key role in this process. During the RailActivation project it has been seen that SMEs have difficulties when it comes to developing and applying innovation, but due to their size SMEs can gain the advantage of implementing innovation more quickly. The RailActivation project aimed to help SMEs from the railway sector and provide solutions to the problems faced by companies when adapting to this new revolution, by creating an organisational mechanism that would help companies in the process of adopting Workplace Innovation. To address the aforementioned challenges, this paper develops the research model for the railway industry, based on the concept of Workplace Innovation and the needs of SMEs. In addition, a general overview of the Innovation Way methodology applied during the workshops of the RailActivation project is presented, as well as the general and specific results obtained in the companies where the Pilot Scheme was applied.
{"title":"RailActivation project: the adoption of Workplace Innovation in the Rail Sector","authors":"Garazi Carranza, G. Petrini, Begoña Sánchez, Oihane De la Rua","doi":"10.46364/ejwi.v7i1.943","DOIUrl":"https://doi.org/10.46364/ejwi.v7i1.943","url":null,"abstract":"The rail sector has a significant impact on European industry, hence it is important that it follows current innovative trends if it wants to stay competitive. To this end, the railway sector has to adapt to the new digital revolution that is sweeping the sector, but especially the small and medium-sized companies that are part of it, and Workplace Innovation will play a key role in this process. During the RailActivation project it has been seen that SMEs have difficulties when it comes to developing and applying innovation, but due to their size SMEs can gain the advantage of implementing innovation more quickly. \u0000The RailActivation project aimed to help SMEs from the railway sector and provide solutions to the problems faced by companies when adapting to this new revolution, by creating an organisational mechanism that would help companies in the process of adopting Workplace Innovation. To address the aforementioned challenges, this paper develops the research model for the railway industry, based on the concept of Workplace Innovation and the needs of SMEs. In addition, a general overview of the Innovation Way methodology applied during the workshops of the RailActivation project is presented, as well as the general and specific results obtained in the companies where the Pilot Scheme was applied.","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"114 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123370821","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The wider societal impact of workplace innovation development programmes has typically been limited by their poor ability to scale up project outcomes and disseminate good practice. Researchers have proposed different means to address the challenges of diffusion. One of the suggested means is to strengthen the integration of programmes to industrial or innovation policy frameworks, instead of an industrial relations framework. Using the “Finnish Liideri – Business, Productivity and Joy at Work” (2012–18) programme as an object of analysis, this article examines what added value the programme’s attachment to the innovation policy context brought compared to previous Finnish programmes and to what extent this attachment helped to bring new solutions to the challenges of diffusion. The analysis shows that the Liideri programme included many new features compared to previous Finnish programmes, opening up opportunities for more holistic development work in companies. However, based on the data available, it was not possible to give a clear answer to the question of the real added value of this integration to the development of companies or compared with the results of projects funded by previous Finnish workplace innovation development programmes. Concerning the question on dissemination of good practice, the article concludes that, despite its large-scale and high-quality activation work, the Liideri programme did not include sufficiently efficient and innovative measures that would have enabled it to meet better the challenges of diffusion.
{"title":"Promoting Workplace Innovation in an Innovation Policy Context","authors":"T. Alasoini","doi":"10.46364/ejwi.v7i1.859","DOIUrl":"https://doi.org/10.46364/ejwi.v7i1.859","url":null,"abstract":"The wider societal impact of workplace innovation development programmes has typically been limited by their poor ability to scale up project outcomes and disseminate good practice. Researchers have proposed different means to address the challenges of diffusion. One of the suggested means is to strengthen the integration of programmes to industrial or innovation policy frameworks, instead of an industrial relations framework. Using the “Finnish Liideri – Business, Productivity and Joy at Work” (2012–18) programme as an object of analysis, this article examines what added value the programme’s attachment to the innovation policy context brought compared to previous Finnish programmes and to what extent this attachment helped to bring new solutions to the challenges of diffusion. The analysis shows that the Liideri programme included many new features compared to previous Finnish programmes, opening up opportunities for more holistic development work in companies. However, based on the data available, it was not possible to give a clear answer to the question of the real added value of this integration to the development of companies or compared with the results of projects funded by previous Finnish workplace innovation development programmes. Concerning the question on dissemination of good practice, the article concludes that, despite its large-scale and high-quality activation work, the Liideri programme did not include sufficiently efficient and innovative measures that would have enabled it to meet better the challenges of diffusion. ","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131264358","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Workplace Innovation: Europe's Competitive Edge","authors":"P. Totterdill, F. Pot, S. Dhondt, Chris Warhurst","doi":"10.46364/ejwi.v7i1.935","DOIUrl":"https://doi.org/10.46364/ejwi.v7i1.935","url":null,"abstract":"","PeriodicalId":115904,"journal":{"name":"European Journal of Workplace Innovation","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2022-04-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128192464","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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