Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Connecting streams of workplace innovation

121 views

Published on

Workshop for xxxi ispim innovation conference, ‘innovating in times of crisis’, 7-10 June 2020, virtual event. https://www.ispim-virtual.com/
Peter Oeij, Paul Preenen, Ryosuke Ichikari, Adela McMurray, Seri no, Kyetaik oh, Sharon Parker, Kentaro Watanabe & Steven Dhondt

Published in: Leadership & Management
  • Be the first to comment

  • Be the first to like this

Connecting streams of workplace innovation

  1. 1. CONNECTING STREAMS OF WORKPLACE INNOVATION (WPI) MONDAY JUNE 8, 2020
  2. 2. CONNECTING STREAMS OF WORKPLACE INNOVATION (WPI) PETER OEIJ, PAUL PREENEN, RYOSUKE ICHIKARI, ADELA MCMURRAY, SERI NO, KYETAIK OH, SHARON PARKER, KENTARO WATANABE & STEVEN DHONDT WORKSHOP FOR XXXI ISPIM INNOVATION CONFERENCE, ‘INNOVATING IN TIMES OF CRISIS’, 7-10 JUNE 2020, VIRTUAL EVENT. HTTPS://WWW.ISPIM-VIRTUAL.COM/
  3. 3. WORKSHOP PROGRAMME Send request for this presentation to peter.oeij@tno.nl June 8, 2020 10.50 C.E.T. 10.50 Introduction Peter Oeij 11.00-11.10 SMART Work design Sharon Parker (Australia) 11.10-11.20 Workplace innovation in manufacturing Se Ri No (S-Korea) 11.20-11.30 Intelligent machines and workplace innovation Kentaro Watanabe (Japan) Ryosuke Ichikari 11.30-11.40 Measuring Workplace innovation as psychological construct Adela McMurray (Australia) [presented by Peter Oeij] 11.40-11.50 Organisational approach of Workplace innovation in Europe Peter Oeij (Netherlands) Paul Preenen 11.50-12.05 Q&A Moderator Peter Oeij 12.05 closure
  4. 4. PURPOSE: BRING TOGETHER ‘STREAMS / APPROACHES’ WITHIN WPI WHAT ARE COMMONALITIES AND DIFFERENCES AND HOW DOES THAT HELP INNOVATION IN GENERAL? Australian-UK stream tries to connect individual and organisational approaches with the notion of work design and SMART work (Prof. Sharon Parker) Korean stream studies working conditions in manufacturing that are conducive to WPI (Dr. Se Ri No) Japanese stream investigates the implications for WPI from the cooperation between people and intelligent machines like robots (Dr. Kentaro Watanabe) Australian-SE Asian stream has as point of departure an individual behaviour construct to understand WPI and innovative behaviour (Prof. Adela McMurray) EU stream sees WPI strongly connected to organisational conditions and modern sociotechnical thinking (Prof. Steven Dhondt, Prof. Frank Pot, Prof. Geert van Hootegem) and to change management and organisational culture (Prof. Peter Totterdill). PETER OEIJ CONTEXT OF WORKSHOP ON WPI Common idea: employee engagement is crucial for innovation succes
  5. 5. PROF. SHARON PARKER CENTRE FOR TRANSFORMATIVE WORK DESIGN / FUTURE OF WORK INSTITUTE, CURTIN UNIVERSITY (AUSTRALIA) SMART WORK DESIGN AS AN APPROACH FOR BUILDING WORKPLACE INNOVATION IN THE CONTEXT OF TECHNOLOGICAL CHANGE
  6. 6. Prevention of mental ill health & injury Motivation, performance & innovation Learning & agility Digital technologies ?Work Design 30% of tasks of 60% of jobs will be automated… S M A R T Vast Amount of Evidence
  7. 7. Doing a “whole” job Task variety Involvement in decision making STIMULATING MASTERY AGENCY RELATIONAL TOLERABLE demands Control over work methods Control over work timing Performance monitoring Conflicting role expectations Work load Skill use Task significance (meaning) Job feedback Support from supervisor & peers Work hours Information processing Job complexity Role clarity Social contact Connection with end-user Being part of a team Emotional pressure S M A R T Work Design. Parker & Knight (in prep). Higher order analysis of work characteristics. WORK DESIGN “the content and organizing of tasks, activities, relationships, and responsibilities within a job or role, or set of jobs/roles” (Parker, 2014 “Work (Job) Characteristics” @WeTransformWork
  8. 8. Example Opportunities “Dull, dirty, and dangerous tasks” will be replaced, leaving more complex work in the future? Example Risks Creation of passive ‘monitoring’ jobs Online piece work, “microwork” “Its boring, so much time waiting”… (Uber-eats deliverer) What is the effect of digital technologies on SMART work design? Example For all aspects of SMART work design, effects can be positive or negative of digital technologies depending on many factors, e.g., - Managerial choices - The technology itself - Process of change
  9. 9. Prevention of mental ill health & injury Motivation, performance & innovation Learning & agility work design Digital technologies Human- Centred Design That ACTIVELY Considers Actual Work Proactive & Participative Design of SMART work when implementing technology (STS) Boeing, A. A., Jorritsma, K., Griffin, M. A., & Parker, S. K. (in press). Surfacing the Social Factors Early: A Sociotechnical Approach to the Design of a Future Submarine. Australian Journal of Management. Workplace Innovation Can be Achieved by a Central Focus on Designing SMART work @WeTransformWork
  10. 10. DR. SE RI NO DR. KYETAIK OH KOREA LABOR INSTITUTE (REPUBLIC OF SOUTH KOREA) WITH DR. HONGGEUN CHANG WORKPLACE INNOVATION IN KOREAN MANUFACTURING
  11. 11. Actual implementationIdealApproach Work organization Human resource development & management Firm Productivity Qualityof WorkingLife Basedon employeeParticipation Work organization Human resource development& management Technology Ex,Manufacturing innovation Ex,SmartFactory Ex,Humanresource innovation Qualityof WorkingLife Firm Productivity Notintegratedintegrated
  12. 12. Levelof Koreanworkplaceinnovation  Workplace Innovation 3.34  Activities for Improvement 3.28  Activities for Skill-up 3.31  Empowerment 3.46 *302 firms, Max 5Point  Smart Factory 63% factory in Level 1  Computerization 88.6%  Automation 10.2%  Intellectualization 1.1% *Total programs421(100%) in 302 firms Improvement Skill-up Empowerment Productivity Satisfaction with working conditions Turnover rate
  13. 13. ThemodelofWPI-innovation Work organization Human resource development& management Technology WorkplaceInnovation Participation Firm performance Qualityof workinglife Integrated
  14. 14. IssuesinKoreanworkplaceinnovation  Firmlevelnegotiationstructure cf)IndustriallevelnegotiationstructureinEurope  Nounioninsmallandmediumsizedbusiness  Uniondislikeworkplaceinnovation  Substitutionalrelationshipbetweentechnology(ex,SmartFactory)andworkplaceinnovation  Noagreementonsharingperformancefromworkplaceinnovationbetweencorporatesandemployees Work organization Technology Human Resource Workplaceinnovation Participation Qualityof WorkingLife FirmProductivity
  15. 15. DR. RYOSUKE ICHIKARI DR. KENTARO WATANABE DR. TAKESHI TAKENAKA & DR. TAKASHI OKUMA HUMAN AUGMENTATION RESEARCH CENTER, NATIONAL INSTITUTE OF ADVANCED INDUSTRIAL SCIENCE AND TECHNOLOGY, AIST (JAPAN) CASE STUDIES ON WORKPLACE INNOVATION BASED ON OBJECTIVE ANALYSIS OF INDUSTRIAL SITES WHERE EMPLOYEES COOPERATE WITH INTELLIGENT MACHINES
  16. 16. Optimum design loop of service 16 Data-driven Service Engineering for Work-space Improvement Enabling employees to analyze their service operations by themselves with visualization of objective data Example: Computer-supported quality control circle (CSQCC) - Discussion based on objective data - Improving efficiency and work engagement (WE)
  17. 17. Smart-Work in Human-Machine Harmonization • Smart-work: Improving employee’s WE and efficiency by augmenting their capability with technologies (AI and Robotics) Our research for logistics, restaurant industries, etc.  Evaluating the effect of AGV or autonomous robots for helping operations Our research in industrial fields with academia  Organizing competition under industrial scenarios for evaluating human- tracking methods with measured sensor data Human-Machine harmonization can be a reasonable solution for smart-work
  18. 18. 現場のラボ化:外食サービス接客改善 18 Walking distance[m] (workload) 1,000 1,500 2,000 2,500 111213141516171819202122 Additional orders (normalized) 0.0 0.4 0.8 1.2 111213141516171819202122 Ratio of staying period at the floor 30% 35% 40% 45% 50% 55% 11 13 15 17 19 21 時 Before After Challenge Opportunity loss caused by shorter period of staying at the floor Employees’ solutions 1) operation redesign, 2) clarification of roles, 3) mindset Effect Increase of staying period at the floor => Increase of additional orders (dinner) Adverse effect 1) Workload, 2) additional orders (lunch): not affected Jan-Feb, 2011 Case studies in restaurant industry  Workspace improvement with CSQCC  Evaluating the effect of AGVs for food conveyance  Replacing food conveyance operation by AGVs for better efficiency and less workload  Employees can focus on their assigned jobs (serving, catering) thanks to the AGVs - Longer time for serving customers: +30s (each 15 min) at lunch time - Longer time for catering: +89s (each 15 min) at lunch time Employee AGV
  19. 19. Implication for WPI • CSQCC as an innovation program with the support of data visualization … employee engagement and KAIZEN culture for better workplace • Work redesign for human-machine harmonization … creating meaningful work for employees and increasing overall productivity • These approaches will be effective for WPI toward smart work Question: how do these approaches work for work environment in Post-Corona era? (see Q and A later on in the session)
  20. 20. PROF. ADELA MCMURRAY COLLEGE OF BUSINESS AND LAW, RMIT UNIVERSITY (AUSTRALIA) [PRESENTED BY PETER OEIJ - TNO] MEASURING WORKPLACE INNOVATION
  21. 21. Innovation Literature Innovation Categories • Outcome Innovation - quantifiable easy to define and measure • Process Innovation - culture and the value of people which is challenging to define and measure Workplace Innovation Definition • Workplace innovation is a psychological construct that is contextual and is a process of idea generation created by individuals, either alone or in a team within the workplace and is fostered through an innovation climate (McMurray and Dorai, 2003:2) 8 June 2020 Professor Adela McMurray (RMIT University) 21
  22. 22. WORKPLACE INNOVATION SCALE (WIS) Twenty four items measuring the four dimensions of: • Organisational Innovation • Innovation Climate • Team Innovation • Individual Innovation (McMurray and Dorai, 2003) WIS consistent reliability over 17 years in public and private sectors globally, with Cronbach Score over α = 0.89. 8 June 2020 Professor Adela McMurray (RMIT University) 22
  23. 23. SELECTED EXAMPLES (GLOBAL) Australian Nonprofit Sector: Leadership directly promotes workplace innovation and can foster a healthy climate (McMurray et al, 2013). Transnational Corporation (Africa, Asia, Australasia, Canada, South America, USA): The dimensions of knowledge sharing have a significant effect on the four dimensions of workplace innovation across 42 countries in a multi-national organisation (Chomley, 2015). Vietnamese and Thai SMEs: The effect of work value ethic on workplace innovation becomes significant when design leadership serves as a mediator (McMurray and Muenjohn, 2017). USA Workplaces: Employee internal locus of control has a positive and significant effect on workplace innovation at the levels of team innovation, organization innovation and innovation climate (McMurray & Simmers 2019). 8 June 2020 Professor Adela McMurray (RMIT University) 23
  24. 24. How can WIS further innovation success? • The Workplace Innovation Scale captures process innovation. It can be implemented simultaneously in the one organisation at the four organisational layers of organisation/climate/team/individual. Thus it provides the capacity to align it with workplace innovation outcomes. • The integration of process and outcome innovation is ideal to ensure organisational success. • The implications for practice are that practitioners can offer an all-inclusive view to measuring process and outcome workplace innovation within the one organisation. 8 June 2020 Professor Adela McMurray (RMIT University) 24
  25. 25. DR. PETER OEIJ & DR. PAUL PREENEN TNO, DEPARTMENT HEALTHY LIVING (NETHERLANDS) WITH PROF. STEVEN DHONDT WORKPLACE INNOVATION AS A MEANS TO IMPROVE BUSINESS PERFORMANCE AND JOB QUALITY BY EMPLOYEE ENGAGEMENT
  26. 26. Source: Oeij, Dhondt, Pot, & Totterdill (2018)
  27. 27. Employee engagement Modern sociotechnics: look how structural conditions affect (enable/disable) employee behaviour Humanistic perspective on work and technology Technological choices require socio-organizational embeddedness to be successfully adopted Workplace innovation is not a goal but a means Management and leadership are not purely top-down Definition: Workplace Innovation is an integral set of participative mechanisms for interventions relating structural (e.g., organisational design) and cultural aspects (e.g., leadership, coordination and organisational behaviour) of the organisation and its people with the objective to simultaneously improve the conditions for the performance (i.e., productivity, innovation, quality) and quality of working life (i.e., wellbeing at work, competence development, employee engagement). ASSUMPTIONS IN THE APPROACH OF WPI Source: Oeij & Dhondt, 2017, Theoretical approaches supporting workplace innovation, in Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017) Source: Oeij, Preenen, Van der Torre, Van der Meer & Van den Eerenbeemt (2019)
  28. 28. SHAREHOUSE project: innovation-adoption in logistics in the Netherlands among SME logistics companies Setting up learning communities to get acquainted with new technology Focus how WPI (knowledge, interventions) can help these companies to better adopt (technological) innovations EUROFOUND 50 case studies across Europe Management of companies with mature employment relations initiates change and renewal …. but involves employees to generate ideas and implement the changes / innovation EUWIN – EUropean Workplace Innovation Network Hundres of examples of companies that base change and innovation on employee involvement EXAMPLES OF WPI Source: Tottterdill, Dhondt & Boermans (2016) Source: Oeij, Žiauberytė-Jakštienė, Dhondt et al (2015)
  29. 29. Employee engagement: ensures sustainable commitment Modern sociotechnics, Humanistic perspective and Supportive management / leadership : ‘good jobs’ facilitate innovative and intra/entrepreneurial behaviour Evidence of WPI suggests the support of innovative cultures and innovation-adoption Condition: 1] mindset to see employees as a critical resource and to see the employment relationship not just as an interchangeable relationship; 2] to see one’s own entrepreneurship as a significant link in a (social) chain towards a cohesive society HOW CAN WPI HELP INNOVATION Source: Oeij, Rus and Pot (eds) (2017)
  30. 30. DR. PETER OEIJ TNO, DEPARTMENT HEALTHY LIVING (NETHERLANDS) WORKPLACE INNOVATION: COMMONALITIES AND DIFFERENCES ACROSS THE PRESENTATIONS
  31. 31. WPI APPROACHES Behavioural / Psychological Constructs McMurray & Colleagues (2003 - 2020 Australia) Struminska & Mockallo, (2017, Poland) Kibowski, Baguley, Totterdill & Karanika-Murray (2019, UK) Organisational / Sociological Constructs Oeij, Dhondt, Pot & Colleagues (Netherlands) Workitect / Flanders Synergy / KU Leuven / HIVA (Belgium) (‘Total Workplace Innovation’) Korea Labor Institute (S-Korea) AIST (Japan) Workplace innovation scale in: NWO Intrapreneurship Survey 2018 (Stam et al) Combination of behavioural and organisational constructs Parker et al., Work design / job design concept Totterdill - Workplace Innovation Ltd (UK/Ireland/Scotland) (Fifth Element approach)
  32. 32. ALL APPROACHES SHARE EMPLOYEE INVOLVEMENT / EMPLOYEE ENGAGEMENT COMMONALITIES DIFFERENCES RECOMMENDATIONS FOR FUTURE RESEARCH SOME APPROACHES STRESS INDIVIDUAL AND BEHAVIOURAL ASPECTS SOME APPROACHES STRESS PROCESSUAL ASPECTS AND DYNAMICS SOME APPROACHES STRESS ORGANISATIONAL DESIGN ASPECTS SOME APPROACHES STRESS FACILITATION BY POLICY MAKING NEED FOR THEORETICAL / CONCEPTUAL CONVERGENCE NEED FOR MULTI-LEVEL AND TIME DYNAMIC RESEARCH NEED FOR EVALUATION STUDIES AND INSTRUMENTS FOR PRACTITIONERS
  33. 33. -WHAT IS IT THAT (INNOVATION) PRACTITIONERS NEEDS MOST FROM WPI? -HOW DO THESE WPI-APPROACHES HELP INNOVATION IN THE POST-CORONA ERA? -WHAT ARE CONSTRAINTS / OBSTACLES TO APPLY WPI? -SHOULD WE SEEK FOR CONVERGENCE OR NOT? DISCUSSION / QUESTIONS & ANSWERS
  34. 34. YOUR TIME THANK YOU FOR
  35. 35. EXTRA SLIDES
  36. 36. Thank you. Contact SeRiNo srn@kli.re.kr KyetaikOH okt8941@kli.re.kr
  37. 37. Adela McMurray - SELECTED WIS PUBLICATIONS Publications McMurray, A. J., & Dorai, R. (2003, May). Workplace innovation scale: A new method for measuring innovation in the workplace. In The 5th European Conference on Organizational Knowledge, Learning and Capabilities (OKLC 2003). Muenjohn, N., & McMurray, A. (2017). Design leadership, work values ethic and workplace innovation: an investigation of SMEs in Thailand and Vietnam. Asia Pacific Business Review, 23(2), 192-204. Simmers, C. A., & McMurray, A. J. (2019). Organisational justice and managing workplace innovation: How important are formal procedures?. International Journal of Innovation Management, 23(03), 1950026. y@rmit.edu.au McMurray, A. J., & Williams, L. (2004). Factors impacting on nurse managers’ ability to be innovative in a decentralized management structure. Journal of Nursing Management, 12(5), 348-353. McMurray, A. J., Islam, M. M., Sarros, J. C., & Pirola‐Merlo, A. (2013). Workplace innovation in a nonprofit organization. Nonprofit Management and Leadership, 23(3), 367-388. Muenjohn, N., & McMurray, A. (2016). The impact of leadership on workplace innovation in Thai and Vietnamese SMES. The Journal of Developing Areas, 50(5), 479-486. Von Treuer, K., & McMurray, A. J. (2012). The role of organisational climate factors in facilitating workplace innovation. International Journal of Entrepreneurship and innovation management, 15(4), 292-309. PHD Theses Baxter, D. (2004) Perception of Organisational Politics and Workplace Innovation: An investigation of the perceptions and behaviour of staff in an Australian IT services organisation Unpublished thesis Swinburne University of Technology. Dang, H. T. N. (2018). Workplace innovation and new product development in Vietnamese manufacturing small and medium-sized enterprises. Unpublished thesis RMIT University. Chomley, P. (2015) PhD in Management, RMIT University. Topic – Innovation within a Multinational Organization: A study of knowledge sharing in a cross cultural environment and its impact on innovation. Unpublished thesis RMIT University. Forthcoming McMurray, Muenjohn and Weerakoon [Eds.], (Fall 2020), The Palgrave Handbook of Workplace Innovation across Developed and Developing Countries. Palgrave Macmillan, UK. Contact Professor Adela McMurray: adela.mcmurray@rmit.edu.au, Phone: +61 434551080, Skype: adelaj1 8 June, 2020 Professor Adela McMurray (RMIT University) 37
  38. 38. PETER OEIJ /PAUL PREENEN - REFERENCES -Oeij, P.R.A., Dhondt, S. & Korver, T. (2011). Social innovation, workplace innovation and social quality. International Journal of Social Quality, 1 (2, Winter), 31-49. -Oeij, P., Dhondt, S., Pot, F., Totterdill, P. (2018). Workplace innovation as an important driver of social innovation. In: Howaldt, J., Kaletka, C., Schröder, A., Zirngiebl, M. (eds), Atlas of Social Innovation – New Practices for a Better Future (pp. 54-57). Dortmund: Sozialforschungsstelle, TU Dortmund. -Oeij, P., Dorenbosch, L.., Klein Hesselink, J. & Vaas, F. (2010). Working smarter and workplace innovation. The Hague: Boom | Lemma (in Dutch). -Oeij, P.R.A., Preenen, P.Y.T., Van der Torre, W., Van der Meer, L., Van den Eerenbeemt, J. (2019). Technological choice and workplace innovation: Towards efficient and humanised work. European Public & Social Innovation Review, 4(1), 15-26. -Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice, Series 'Aligning Perspectives on Health, Safety and Well-Being’. Springer: Cham (Switzerland); DOI 10.1007/978-3-319-56333-6; ISBN 978-3-319-56332-9. -Oeij, P., Žiauberytė-Jakštienė, R., Dhondt, S., Corral, A., Totterdill, P., Preenen, P. (2015). Workplace Innovation in European companies. Report for Eurofound. Luxemburg: Publications Office of the European Union. -Pot, Frank, Dhondt, Steven, Oeij, Peter, Rus, Diana, & Totterdill, Peter (2019). Complementing digitalisation with workplace innovation. In: Howaldt, J., Kaletka, C., Schröder, A., Zirngiebl, M. (eds.), Atlas of Social Innovation. 2nd Volume – A world of new practices (pp. 42-46). Oekoem Verlag, München (ISBN: 978-3-96238-157-8). Download free : www.socialinnovationatlas.net -Sitter, U. de, Den Hertog, F., & Dankbaar, B. (1997), “From Complex Organizations with Simple Jobs to Simple Organizations with Complex Jobs”, Human Relations, Vol. 50, no. 5, pp. 497-534. -Stam, F.C. (2018) ISHIP Intrapreneurship Index 2018. Deliverable of the NWO Project 'Intrapreneurship - Enabling Talent for Innovation', project number 409-13-210. Utrecht: Utrecht University, 2018. -Totterdill, P., Dhondt, S. and Boermans, S. (2016). Your guide to workplace innovation. European Workplace Innovation Network EUWIN, s.l. https://www.tno.nl/media/8552/euwin_ebook_english.pdf -Van Amelsvoort, P. & Van Hootegem, G. (2017). Towards a Total Workplace Innovation concept based on Sociotechnical Systems Design. In: Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice (pp. 281-299). Springer: Cham CONTACT: peter.oeij@tno.nl

×