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Workplace Innovation: Theory, research and practicev0.1_short.pdf

Lecture for NOVA University of Lisbon (31 October 2022)

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Workplace innovation: Theory, research and
practice
Guest lecture for course “Masters in Digital Society”
NOVA University of Lisbon; NOVA School of Science and Technology | FCT NOVA
31 October 2022
Dr Peter Oeij / TNO, Netherlands, project manager BEYOND4.0
This project has
received funding
from the European
Union’s Horizon
2020 research and
innovation
programme under
grant agreement
No 822293.
Content of my lecture
- Who is Peter Oeij?
- First part:
- -what is workplace innovation
- Second part:
- -examples of research
- Third part:
- -developing and implementing workplace innovation ‘interventions’
- -role of digitalisation
1. Who is Peter Oeij
-senior research scientist / consultant / project manager at TNO, Leiden
-project manager of BEYOND4.0 (www.beyond4-0.eu)
-historian/sociologist/psychologist
-Erasmus University / Open University of The Netherlands
-link to ResearchGate:
https://www.researchgate.net/profile/Peter_Oeij
- First part:
-what is workplace innovation?
-examples of research
- Literature:
- Putnik, K., Oeij, P., van der Torre, W., de Vroome, E. & Dhondt, S. (2019). Innovation adoption of employees in
logistics: Individual and organisational factors related to the actual use of innovation. International Journal of
Technology Transfer and Commercialisation, 16(3), 251-267.
- Putnik, K., Oeij, P., Dhondt, S., Van der Torre, W., De Vroome, E. and Preenen, P. (2019). Innovation adoption of
employees in the logistics sector in the Netherlands: The role of workplace innovation. European Journal of
Workplace Innovation, special issue ‘Socio-Technical Systems theory (STS) in manufacturing’, 2019, 4(2), 176-192.
- Oeij, P., Dhondt, S., Žiauberytė-Jakštienė, R., Corral, A., & Totterdill, P. (2016). Implementing Workplace
Innovation across Europe: why, how and what? Economic and Social Changes: Facts, Trends, Forecast, 5(47), 195-
218.
- 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. [esp. Ch 5 on theory and Ch 10 on evidence]
- Oeij, P.R.A., Preenen, T.Y.P. & Dhondt, S. (2021). Workplace innovation as a process: Examples from Europe. In:
Adela McMurray, Nuttawuth Muenjohn & Chamindika Weerakoon (Eds.), The Palgrave Handbook of Workplace
Innovation across Developed and Developing Countries (pp. 199-221). London: Palgrave Macmillan.
- Oeij, P.R.A., Dhondt, S. & McMurray, A. (December 2021). Workplace innovation literature review: a converging
or diverging research field? A preparatory study for a research agenda. (TNO Report R12732). Leiden, the
Netherlands: TNO Healthy Living. https://ap.lc/LZHDo [free download]
1. What is workplace innovation?
WPI = vision
based on a
conviction
Humanistic view
on labour,
management
and organisation
Employee
engagement
and employee
involvement
Not top
down but
bottom up
Workplace innovation = WPI
Decentralis-
ation not
centralisation
Social
dialogue
Modern manager
Minimal
division of
labour; ‘rich
jobs’

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Workplace Innovation: Theory, research and practicev0.1_short.pdf

  • 1. Workplace innovation: Theory, research and practice Guest lecture for course “Masters in Digital Society” NOVA University of Lisbon; NOVA School of Science and Technology | FCT NOVA 31 October 2022 Dr Peter Oeij / TNO, Netherlands, project manager BEYOND4.0 This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 822293.
  • 2. Content of my lecture - Who is Peter Oeij? - First part: - -what is workplace innovation - Second part: - -examples of research - Third part: - -developing and implementing workplace innovation ‘interventions’ - -role of digitalisation
  • 3. 1. Who is Peter Oeij -senior research scientist / consultant / project manager at TNO, Leiden -project manager of BEYOND4.0 (www.beyond4-0.eu) -historian/sociologist/psychologist -Erasmus University / Open University of The Netherlands -link to ResearchGate: https://www.researchgate.net/profile/Peter_Oeij
  • 4. - First part: -what is workplace innovation? -examples of research - Literature: - Putnik, K., Oeij, P., van der Torre, W., de Vroome, E. & Dhondt, S. (2019). Innovation adoption of employees in logistics: Individual and organisational factors related to the actual use of innovation. International Journal of Technology Transfer and Commercialisation, 16(3), 251-267. - Putnik, K., Oeij, P., Dhondt, S., Van der Torre, W., De Vroome, E. and Preenen, P. (2019). Innovation adoption of employees in the logistics sector in the Netherlands: The role of workplace innovation. European Journal of Workplace Innovation, special issue ‘Socio-Technical Systems theory (STS) in manufacturing’, 2019, 4(2), 176-192. - Oeij, P., Dhondt, S., Žiauberytė-Jakštienė, R., Corral, A., & Totterdill, P. (2016). Implementing Workplace Innovation across Europe: why, how and what? Economic and Social Changes: Facts, Trends, Forecast, 5(47), 195- 218. - 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. [esp. Ch 5 on theory and Ch 10 on evidence] - Oeij, P.R.A., Preenen, T.Y.P. & Dhondt, S. (2021). Workplace innovation as a process: Examples from Europe. In: Adela McMurray, Nuttawuth Muenjohn & Chamindika Weerakoon (Eds.), The Palgrave Handbook of Workplace Innovation across Developed and Developing Countries (pp. 199-221). London: Palgrave Macmillan. - Oeij, P.R.A., Dhondt, S. & McMurray, A. (December 2021). Workplace innovation literature review: a converging or diverging research field? A preparatory study for a research agenda. (TNO Report R12732). Leiden, the Netherlands: TNO Healthy Living. https://ap.lc/LZHDo [free download]
  • 5. 1. What is workplace innovation?
  • 6. WPI = vision based on a conviction Humanistic view on labour, management and organisation Employee engagement and employee involvement Not top down but bottom up Workplace innovation = WPI Decentralis- ation not centralisation Social dialogue Modern manager Minimal division of labour; ‘rich jobs’
  • 7. Managers understand they need a integral / holistic view on their organisation Structure follows strategy, And Culture follows structure [after Alfred Chandler, 1962] structure culture strategy Modern manager
  • 8. 8 structure culture strategy Humanistic management ‘philosophy’: Decentralise as much as possible Production system: No unneeded division of labour; No unneeded bureaucracy; No unneeded separation of management tasks from operations Secure autonomy in design of: Departments; teams; jobs & tasks HR system: Nurtures commitment Type of leadership: People centred & Bottom up Organisational behaviour: High employee involvement & engagement Outcome: Good quality of working life Good quality of organisational performance More innovative capability …structure follows strategy, culture follows structure… Modern manager
  • 9. Definition workplace innovation (Oeij & Dhondt, 2017, p.66 in Oeij, Rus & Pot, eds.)
  • 10. Examples workplace innovation (1) (Oeij et al., 2015)
  • 11. Examples workplace innovation (2) (Oeij et al., 2015)
  • 12. What to remind about workplace innovation (Oeij, Dhondt, Pot & Totterdill, 2018, p. 55) WPI: affects structure of organisational design (root causes) WPI: background in modern sociotechnics (prof. De Sitter) Employee engagement can only be realised when structural conditions for good quality of work are met (culture alone is not enough) Therefore WPI ≠ ‘just HR measures’ (symptomatic solutions)
  • 13. Part 2 Two research examples of workplace innovation A case study about 51 companies in EU A survey of managers in logistics Oeij et al, 2016, Implementing Workplace Innovation across Europe: why, how and what? Economic and Social Changes: Facts, Trends, Forecast, 5(47), 195-218.
  • 14. Which factors play an important role for successful workplace innovation? “Workplace innovation in European companies”, 2015 See the project: -51 companies in 10 EU member states [NL, GE, UK, IE, LT, SP, GR, PL, BG, DK] -5 combinations of 7 variables lead to ‘substantial WPI’ -these can be seen as strategies to improve performance / quality of work
  • 15. Workplace Innovation Cases: 1,2,3,4…….. 51 Succesful workplace innovation (substantial WPI) Variable 1 Variable 2 Variable 3 Variable 4 Variable 5 Variable 6 Variable 7 Which combinations of ‘condition variables’ (‘configuration’) will explain successful workplace innovation (‘outcome’)? Applied technique: Qualitative Comparative Analysis
  • 16. Factors that play an important role for successful workplace innovation (Oeij ea, 2015, p. 31; Howald & Oeij, 2016, pp.5-6) “Workplace innovation in European companies”, 2015 See the project: -5 paths (strategies) out of 128 remain empirically valid -there is not ‘one way’, yet, at the same time ‘not anything goes’ -most succesful WPI companies combine structural and cultural aspects [remember the examples] -for practical advise it means that companies can choose from several options
  • 17. Factors that play an important role for successful workplace innovation (Oeij ea, 2015, p. 31; Howald & Oeij, 2016, pp.5-6) • Companies can choose their own fitting practices / solutions • The division labour is either clear or very limited • Employees behave innovative: they have an active role • Employees have job autononomy and a participative role • Companies can decide about their organisational model • The initiators are sometimes bottom-up or top-down; and sometimes driven by people motives or market motives • The proces of implementation is sometimes participatory and supported by employees and sometimes it is not “Workplace innovation in European companies”, 2015 See the project:
  • 18. Factors that play an important role for successful workplace innovation (Oeij ea, 2015, p. 31; Howald & Oeij, 2016, pp.5-6) • Companies can choose their own fitting practices / solutions • The division labour is either clear or very limited • Employees behave innovative: they have an active role • Employees have job autononomy and a participative role • Companies can decide about their organisational model • The initiators are sometimes bottom-up or top-down; and sometimes driven by people motives or market motives • The proces of implementation is sometimes participatory and supported by employees and sometimes it is not “Workplace innovation in European companies”, 2015 Substantiaal WPI (High level of WPI- mindedness) See the project:
  • 19. Next example…a survey study in logistics
  • 20. Factors that play an important role in the adoption of innovation by employees in logistics (Putnik ea, 2019) -survey 110 managers in logistics -combination of theory of planned behaviour, technology acceptance theory, workplace innovation concept -WPI = Job autonomy, team voice, involvement in decisions
  • 21. Factors that play an important role in the adoption of innovation by employees in logistics (Putnik ea, 2019)
  • 22. Factors that play an important role in the adoption of innovation by employees in logistics (Putnik ea, 2019) -workplace innovation is a driver of renewal, as it seems to help employees to accept innovations they deem useful and easy to use -innovative behaviour is a relevant indirect factor -innovation adoption appears to be determined by both organisational and individual factors [remember the mix of ‘structural’ and ‘cultural’ elements]. -therefore: an integral approach is best advisable: organisational facilitation to involve employees, ensure the innovation is uselful and easy to apply, give employee autonomy to express their opinion
  • 23. Conclusion part 1 and 2: • Workplace innovation can be useful for perfomance and better jobs, and adopting innovation • Link organisational (structural) and behavioural (cultural) elements when designing an intervention • Structural interventions are ‘conditional’; cultural interventions are combatting symptoms, not causes; Human resource policies are often ‘symptomatic’.
  • 24. - Part 3: -How to develop and implement workplace innovation - Literature: -Karanika-Murray, M., & Oeij, P.R.A. (2017). The role of work and organisational psychology for workplace innovation practice: From short-sightedness to eagle view? In European Work and Organisational Psychology in Practice. Special Issue on Workplace Innovation, Vol. 1, 19-30. -Dhondt, Steven, Totterdill, Peter, Boermans, Sylvie & Žiauberytė-Jakštienė, Rita (2017). Five steps to develop workplace innovation. In Oeij, P. R.A., Rus, D. and Pot F.D. (eds), Workplace Innovation: Theory, Research and Practice (pp. 301-320). 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, Peter R.A., Torre, Wouter van der, Vaas, Fietje, Dhondt, Steven (2019). Understanding social innovation as an innovation process: Applying the innovation journey model. Journal of Business Research, 101 (August), 243-254. -Oeij, P.R.A., Preenen, T.Y.P. & Dhondt, S. (2021). Workplace innovation as a process: Examples from Europe. In: Adela McMurray, Nuttawuth Muenjohn & Chamindika Weerakoon (Eds.), The Palgrave Handbook of Workplace Innovation across Developed and Developing Countries (pp. 199-221). London: Palgrave Macmillan. -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.
  • 25. Workplace innovation as an intervention • It starts with a ‘problem’ that needs to be solved by an ‘intervention’ [requires solid analysis] • WPI says: it should positively affect both organisational performance (right to exist) and quality of work (sustainable employability) • It is about ‘content’ • An intervention in ‘structure’, ‘culture’ or mix of both • WPI is not the same as technological intervention or ‘social’ intervention • WPI is a means, not a goal in itself • It is about ‘process’ • It engages and / or involves people • It is much like a change process • It uses talents of people and further develops those talents • There is a complex interaction of ‘technology, organisation and people’ which makes the process hard to predict and not fully controllable [the risk to fail is significant]
  • 26. What do we observe in the logistics sector? 100% 80% 40% 10% 90% From all companies 80% started with an innovation in the last 2 years From those 80% only 40% implemented the innovation succesfully From those 80% only 10% also used workplace innovation practices From those 10% WPI- minded companies 90% implemented the innovation succesfully!
  • 27. What do we observe in the logistics sector? 100% 80% 40% 10% 90% From all companies 80% started with an innovation in the last 2 years From those 80% only 40% implemented the innovation succesfully From those 80% only 10% also used workplace innovation practices From those 10% WPI- minded companies 90% implemented the innovation succesfully! So workplace innovation is terrific!
  • 28. It’s a matter of perception “We don’t realize we are lagging behind” It’s a matter of inspiration and know-how: “We’re behind but puzzling what to do” It’s a matter of effort: “We are not really motivated to start" It’s a matter of expertise to implement: “We tried, but we failed!” Organisational resistance towards workplace innovation 12%: we experienced no effect 52%: no time, resources or motivation 24%: no idea how WPI can help us 12%: no belief in WPI However, what is holding the companies in logistics to implement workplace innovation? (Putnik et al., 2019) 28
  • 29. What is the secret to succesful WPI implementation of the cases in the Eurofound research? [Oeij ea, 2015] • Mature employment relationships: • 1.management, employees and works councils agree about why WPI should be implemented [efficiency, competitive advantage, innovative capability] • 2.management, employees and works councils agree about leverage factors [employee involvement, top management commitment, powerful leadership] • 3.management, employees and works councils agree about desired impacts factors [employee engagement, longer term sustainability, high performance]
  • 30. Initiative of WPI: economic goal Target: improved economic performance Mediating role for employees & employee reps Design of WPI practices Implementation of WPI practices Target: improved quality of work & engagement 1 3 2 2 30 PATTERN OF IMPLEMENTING WPI- PRACTICES (PROCESS MODEL)
  • 31. To summarize • Economic goals are initiated by management • Employees are involved in designing and implementing the intervention • Quality of work goals become part of the design • Key factor: dialogue about common interests for the longer term (mature employment relationships) • Remember WPI interventions: heterogeneity of ‘structural’ and ‘cultural’; at least 5 paths/strategies that are succesful
  • 32. Conclusion Third part • Workplace innovation interventions can be very different regards content, however link organisational (structural) and behavioural (cultural) elements when designing an intervention remains essential • Link ‘necessary’ economic goals to ‘sufficient’ employee interest goals • Not only the succesfull process of development and implementation of WPI benefits highly from the engagement of employees, also the desired longer term goals, and the further / continuous quality of constructive employment relations • Companies ‘resisting to WPI-interventions’ can be helped if they can apply the knowledge that is already available; it is likely that it works best if one first looks at economic performance objectives and subsequently connects this to employee interest goals.
  • 33. Role of digitalisation • Risks • too much focus on cost efficiency • 'so-so innovation' [Acemoglu/Restrepo] • displacement effect [Frey/Osborne] • Opportunities • augmentation of workers • assign complex tasks to skilled workers
  • 34. Role of digitalisation • Risks • too much focus on cost efficiency • 'so-so innovation' [Acemoglu/Restrepo] • displacement effect [Frey/Osborne] • What can be done to minimize the risks?: • EU-commission > move from Industry4.0 to Industry5.0 (human-centred) • Anticipatory design of AI > take into account autonomy of workers at forefront • Apply modern sociotechnics to avoid bad quality of jobs [Kuipers et al., 2020] • [workplace innovation and its interventions intend to support all this; BEYOND4.0 studies this topic] • Opportunities • augmentation of workers • assign complex tasks to skilled workers [De Sitter, Parker]
  • 35. Additional References -Dhondt, S. and P. Oeij. “Social innovation related to innovation in management studies”. In Theoretical approaches to social innovation – A critical literature review (pp.122-150), edited by J. Howaldt, A. Butzin, D. Domanski and C. Kaletka. Dortmund: SI-Drive [EU Seventh Framework Programme], September 2014. -Dhondt, S., Oeij, P.R.A., & Pot, F.D. (2021). Digital transformation of work: spillover effects of workplace innovation on social innovation. In J. Howaldt, C. Kaletka, & A. Schröder (Eds.). A Research Agenda for Social Innovation (pp. 99-116). Cheltenham, UK: Edward Elgar Publishing. -Dworschak, B., Senderek, R., & Kopp, R. (Eds) (2021, Workplace Innovation and Leadership. EHP-Verlag Andreas Kohlhage; Gevelsberg (Germany) -Howaldt, Jürgen and Oeij, Peter R.A. (Eds.) (2016). Workplace innovation – Social innovation: Shaping work organisation and working life. Special issue of World Review of Entrepreneurship, Management and Sustainable, Issue, 12, Vol. 1, pp. 1-129. -Karanika-Murray, Maria & Oeij, Peter R.A. (2017). The role of work and organizational psychology for workplace innovation practice: From short-sightedness to eagle view. EWOP in Practice, Special Issue on Workplace Innovation(1), 19-30. -McMurray, A., Muenjohn, N. & Weerakoon, C. (Eds.) (2021), The Palgrave Handbook of Workplace Innovation across Developed and Developing Countries. London: Palgrave Macmillan. -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, Peter, Hulsegge, Gerben, Preenen, Paul & Vaas, Fietje (2021), Leadership and innovation in logistics in the Netherlands: a leadership tool from a workplace innovation perspective. In: Bernd Dworschak, Roman Senderek, Ralf Kopp (Eds), Workplace Innovation and Leadership (pp. 83-104). EHP-Verlag Andreas Kohlhage; Gevelsberg (Germany). -Oeij, P.R.A., Rus, D., Dhondt, S. & Van Hootegem, G. (Eds) (2019). Workplace innovation in the era of disruptive technologies. Special Issue of International Journal of Technology Transfer and Commercialisation.16(3), 199-309. DOI: 10.1504/IJTTC.2019.10021355 -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.R.A., Van der Torre, W., Vaas, S., & Dhondt, S. (2019). Understanding Social Innovation as an innovation process: Applying the Innovation Journey model. Journal of Business Research, 101(8), 243-254. https://doi.org/10.1016/j.jbusres.2019.04.028 -Pot, F., Dhondt, S. & Oeij, P. (2012), Social innovation of work and employment. In: Franz, H-W. and Hochgerner, J. (Eds.), Challenge Social Innovation (pp. 261-274). Berlin: Springer. -Pot, F., Dhondt, S., Oeij, P., Rus, D., & Totterdill, P. (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 [Available on request: peter.oeij@tno.nl]
  • 36. Thank you for your attention! • Peter Oeij [peter.oeij@tno.nl] www.beyond4-0.org @Transform_H2020