Tua A. Björklund, Shannon K. Gilmartin, Sheri D. Sheppard
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The dynamics of innovation efforts in the early career
Although innovation is highly valued in organizations, early-career professionals face a paradox of bringing in novel ideas, yet having varied latitude and support to see these new ideas through. Building on 35 critical-incident-based interviews with early-career engineers in the United States, this study illuminates the socially situated dynamics of their innovation efforts, examining the process of such promotive proactive behaviour. We find that all participants reported some engagement in creating, championing and implementing new ideas, typically in the form of self-initiated improvements to the tools and processes participants used in their jobs. Encouragement from direct supervisors, supportive organizational cultures and practices, job scope, time afforded and one's perceived status were key considerations in determining whether to take such initiative. Carrying out innovative work behaviours, in turn, was largely dependent on continued employee initiative and ad hoc, informal cooperation, with individual effort punctuated by influential interactions with others that often determined the perceived valence of efforts. The study adds to understanding the social interactions and perceptions of voice required for innovative work behaviour, revealing when and to whom these prerequisites are afforded. Implications for organizations' innovation capacity and new hires' participation in innovation are discussed.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.