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
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Human-Centred Service Design: Creating great service experiences in the 21st ...ISS Group
To create fulfilling service experiences, facility and design managers need support from methodologies capable of putting people, their experiences and behaviours at the centre of the entire design process. Human-Centred Service Design represents such an approach. Here’s how to adopt it.
Flexible working a key strategy in attracting and keeping top employees - Jan...Regus
Not so long ago, flexible working was the province of senior
managers who lived a long way from headquarters, and
salespeople. Now, in the minds of many, it is an essential part
of any attractive job. It has become a major differentiator when
choosing between new job possibilities; and it is a key factor
in keeping people engaged and satisfied in their
current organization.
This is partly because those in the younger management
generations (Gen Y and Z) are demanding it. Even though
conventional wisdom would suggest that younger cohorts
might accept any job conditions in order to avoid the spectre
of unemployment, in fact they are often refusing to accept
the old rules. It is also because technology enables workers
– even senior ones – to be contacted or stay in touch even
if they are not physically on company premises. Younger
employees, having grown up with the devices, know all
about the possibilities they create, of course. As a result, they
cannot understand why employers who have sought to make
workplaces like university common rooms will not go further
and allow them to work flexibly, saving time on commuting,
enhancing potential productivity, and measuring performance
by results rather than time in the office.
Future: The future of work in the Asia Pacific region is one of diversity, dynamism, and flexibility. Greater independence of time, place, and technology will become common. But how employees work will depend on the seeds sown today.
100% of organisations with the most flexible, mobile and progressive workplace strategies – i.e. Activity Based Working. Tech Research Asia (TRA) has interviewed have an advanced form of managed print services (MPS) in place.
For more information on Fuji Xerox Managed Print Services visit: http://www.fujixerox.com.au/solutions/documentservices/next_generation_mps.jsp or call 13 14 12.
Workstyle augmentation from the viewpoint of workplace innovation - Peter OeijPeter Oeij
Presentation Workstyle Augmentation Project -International Workshop (March 17, 2022), Organised by Human Augmentation Research Center National Institute of Advanced Industrial Science and Technology (AIST), Kashiwa (Tokyo, Japan)
Human-Centred Service Design: Creating great service experiences in the 21st ...ISS Group
To create fulfilling service experiences, facility and design managers need support from methodologies capable of putting people, their experiences and behaviours at the centre of the entire design process. Human-Centred Service Design represents such an approach. Here’s how to adopt it.
Flexible working a key strategy in attracting and keeping top employees - Jan...Regus
Not so long ago, flexible working was the province of senior
managers who lived a long way from headquarters, and
salespeople. Now, in the minds of many, it is an essential part
of any attractive job. It has become a major differentiator when
choosing between new job possibilities; and it is a key factor
in keeping people engaged and satisfied in their
current organization.
This is partly because those in the younger management
generations (Gen Y and Z) are demanding it. Even though
conventional wisdom would suggest that younger cohorts
might accept any job conditions in order to avoid the spectre
of unemployment, in fact they are often refusing to accept
the old rules. It is also because technology enables workers
– even senior ones – to be contacted or stay in touch even
if they are not physically on company premises. Younger
employees, having grown up with the devices, know all
about the possibilities they create, of course. As a result, they
cannot understand why employers who have sought to make
workplaces like university common rooms will not go further
and allow them to work flexibly, saving time on commuting,
enhancing potential productivity, and measuring performance
by results rather than time in the office.
Future: The future of work in the Asia Pacific region is one of diversity, dynamism, and flexibility. Greater independence of time, place, and technology will become common. But how employees work will depend on the seeds sown today.
100% of organisations with the most flexible, mobile and progressive workplace strategies – i.e. Activity Based Working. Tech Research Asia (TRA) has interviewed have an advanced form of managed print services (MPS) in place.
For more information on Fuji Xerox Managed Print Services visit: http://www.fujixerox.com.au/solutions/documentservices/next_generation_mps.jsp or call 13 14 12.
Towards an Explanatory Theory of Motivation in Software Engineering: A Qualitative Case Study of a Government Organization
A. César C. França, Adelnei de L. C. Felix, Fabio Q. B. da Silva
Abstract-Background – The research about motivation in software engineering has provided important insights in characterizing what are the factors and outcomes related to motivation. However, the complex relationships among these factors, including the moderating and mediating effects of organizational and individual characteristics, still require deeper explanatory investigation. Aim – Our general goal is to build explanatory theories of motivation in software organizations. In this article, we describe the construction of a grounded theory of motivation in the context of a government software development organization. Method – We performed a case study of a government software organization, focusing on the software engineers as the unit of analysis. For eight months, we conducted semi structured interviews, diary studies, and documental analyses, and analyzed the collected data using grounded theory procedures. Results – We extracted contextual factors that affect the motivation of software engineers and the outcomes associated with motivated behavior. Relationships among factors and outcomes were used to construct propositions that explain motivated behavior. Finally, the factors and propositions with higher explanatory power were used to create the central story of motivation in the organization. Conclusions – The balance between Job Stability and Growth Needs emerged as the core factors related to the motivation in the organization. Unclear growth perspectives combined with priorities based on political instead of technical aspects directly affected the intention to leave the organization.
Paper presented at the 16th International Conference on Evaluation and Assessment in Software Engineering, Ciudad Real, 2012.
http://www.haseresearch.com
Business Productivity Statistics PresentationGordon Rimmer
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Towards an Explanatory Theory of Motivation in Software Engineering: A Qualitative Case Study of a Small Software Company
A. César C. França, David E. S. Carneiro, Fabio Q. B. da Silva
Abstract-—Research on motivation has made important contributions for the software engineering practice, but it has mostly adopted quantitative approaches, towards generalizable statements. However, given the complexity of the human behavior, motivation seems to be affected by diverse environmental conditions, and to be moderated by individual and organizational characteristics. Therefore, contextualized and explanatory theories are needed to account for this diversity. This research presents a grounded theory aimed at describing and explaining the motivation of software engineers in the context of a small private software company, in Recife, Brazil. Semi structured interviews were carried out over four months, and data were analyzed using grounded theory procedures. As a result, we present statements that connect, relate, and make sense of contextual factors, describing the central story of motivation in the company. In this case study, learning and growth needs emerged as the strongest drivers of motivation, which in turn increase the goal commitment of engineers and create the conditions for better job performance.
Paper presented at XXVI Simpósio Brasileiro de Engenharia de Software, Natal, 2012.
http://www.haseresearch.com
Digital Employee Experience Breakfast - 28th March BrisbaneSquiz
A great digital employee experience provides many benefits such as improved productivity, higher employee retention rates and technology that adapts to each workforce. However, making this a reality is easier said than done.
Learn about:
How increasing employee digital literacy helps organisations to remain competitive, up skill their workforce for the future and incorporate new technologies into the organisation
The benefits of allowing employees to choose the way they work with technology, resulting in employee acquisition, satisfaction and retention
How the digital employee experience impacts the customer experience
The importance of a digital workplace to foster employee collaboration and engagement, make searching for people and files easy, while integrating with existing internal systems
Digital Disruption – Opportunity and Threat for L&D. LearningCafe Online Disc...LearningCafe
Digital disruption requires employees to have the capabilities and mindset to quickly learn and unlearn to keep with pace of change. L&D often find themselves, willingly or unwillingly, supporting the increase pace of Learning and are finding the traditional methods of delivering Learning unresponsive and slow. L&D professionals themselves in many cases have not acquired the skills to deliver results in this new environment. We discuss if L&D will step up or itself be disrupted by others who can provide the answers.
Workplace innovation webinar and book presentationPeter Oeij
Explaining the concept of workplace innovation, linking this to Industry5.0 and introducing the WPI book published in 2023. Link of the recording at: https://workplaceinnovation.eu/recordings/
Digital Employee Experience Breakfast - 14th March PerthSquiz
A great digital employee experience provides many benefits such as improved productivity, higher employee retention rates and technology that adapts to each workforce. However, making this a reality is easier said than done.
This presentation covers:
How increasing employee digital literacy helps organisations to remain competitive, up skill their workforce for the future and incorporate new technologies into the organisation
The benefits of allowing employees to choose the way they work with technology, resulting in employee acquisition, satisfaction and retention
How the digital employee experience impacts the customer experience
The importance of a digital workplace to foster employee collaboration and engagement, make searching for people and files easy, while integrating with existing internal systems
Unlock Your Potential CBITSS - Where Careers Take Flight.pptxCbitss Technologies
Discover endless possibilities with CBITSS. Our specialized training programs cater to diverse interests, preparing individuals for successful careers in technology and beyond.
Digital Employee Experience Breakfast - 21st March MelbourneSquiz
A great digital employee experience provides many benefits such as improved productivity, higher employee retention rates and technology that adapts to each workforce. However, making this a reality is easier said than done.
This presentation covers:
How increasing employee digital literacy helps organisations to remain competitive, up skill their workforce for the future and incorporate new technologies into the organisation
The benefits of allowing employees to choose the way they work with technology, resulting in employee acquisition, satisfaction and retention
How the digital employee experience impacts the customer experience
The importance of a digital workplace to foster employee collaboration and engagement, make searching for people and files easy, while integrating with existing internal systems
European workplace innovation: from theory to practice - Peter OeijPeter Oeij
Day-after discussion with Korean experts about workplace innovation, 22 November 2019 (see Global Forum on Jobs and Policies: New Jobs Strategy for Changing World of Work, Seoul (South Korea), organised by Korea Labor Institute, 21 November 2019)
What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
Towards an Explanatory Theory of Motivation in Software Engineering: A Qualitative Case Study of a Government Organization
A. César C. França, Adelnei de L. C. Felix, Fabio Q. B. da Silva
Abstract-Background – The research about motivation in software engineering has provided important insights in characterizing what are the factors and outcomes related to motivation. However, the complex relationships among these factors, including the moderating and mediating effects of organizational and individual characteristics, still require deeper explanatory investigation. Aim – Our general goal is to build explanatory theories of motivation in software organizations. In this article, we describe the construction of a grounded theory of motivation in the context of a government software development organization. Method – We performed a case study of a government software organization, focusing on the software engineers as the unit of analysis. For eight months, we conducted semi structured interviews, diary studies, and documental analyses, and analyzed the collected data using grounded theory procedures. Results – We extracted contextual factors that affect the motivation of software engineers and the outcomes associated with motivated behavior. Relationships among factors and outcomes were used to construct propositions that explain motivated behavior. Finally, the factors and propositions with higher explanatory power were used to create the central story of motivation in the organization. Conclusions – The balance between Job Stability and Growth Needs emerged as the core factors related to the motivation in the organization. Unclear growth perspectives combined with priorities based on political instead of technical aspects directly affected the intention to leave the organization.
Paper presented at the 16th International Conference on Evaluation and Assessment in Software Engineering, Ciudad Real, 2012.
http://www.haseresearch.com
Business Productivity Statistics PresentationGordon Rimmer
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Towards an Explanatory Theory of Motivation in Software Engineering: A Qualitative Case Study of a Small Software Company
A. César C. França, David E. S. Carneiro, Fabio Q. B. da Silva
Abstract-—Research on motivation has made important contributions for the software engineering practice, but it has mostly adopted quantitative approaches, towards generalizable statements. However, given the complexity of the human behavior, motivation seems to be affected by diverse environmental conditions, and to be moderated by individual and organizational characteristics. Therefore, contextualized and explanatory theories are needed to account for this diversity. This research presents a grounded theory aimed at describing and explaining the motivation of software engineers in the context of a small private software company, in Recife, Brazil. Semi structured interviews were carried out over four months, and data were analyzed using grounded theory procedures. As a result, we present statements that connect, relate, and make sense of contextual factors, describing the central story of motivation in the company. In this case study, learning and growth needs emerged as the strongest drivers of motivation, which in turn increase the goal commitment of engineers and create the conditions for better job performance.
Paper presented at XXVI Simpósio Brasileiro de Engenharia de Software, Natal, 2012.
http://www.haseresearch.com
Digital Employee Experience Breakfast - 28th March BrisbaneSquiz
A great digital employee experience provides many benefits such as improved productivity, higher employee retention rates and technology that adapts to each workforce. However, making this a reality is easier said than done.
Learn about:
How increasing employee digital literacy helps organisations to remain competitive, up skill their workforce for the future and incorporate new technologies into the organisation
The benefits of allowing employees to choose the way they work with technology, resulting in employee acquisition, satisfaction and retention
How the digital employee experience impacts the customer experience
The importance of a digital workplace to foster employee collaboration and engagement, make searching for people and files easy, while integrating with existing internal systems
Digital Disruption – Opportunity and Threat for L&D. LearningCafe Online Disc...LearningCafe
Digital disruption requires employees to have the capabilities and mindset to quickly learn and unlearn to keep with pace of change. L&D often find themselves, willingly or unwillingly, supporting the increase pace of Learning and are finding the traditional methods of delivering Learning unresponsive and slow. L&D professionals themselves in many cases have not acquired the skills to deliver results in this new environment. We discuss if L&D will step up or itself be disrupted by others who can provide the answers.
Workplace innovation webinar and book presentationPeter Oeij
Explaining the concept of workplace innovation, linking this to Industry5.0 and introducing the WPI book published in 2023. Link of the recording at: https://workplaceinnovation.eu/recordings/
Digital Employee Experience Breakfast - 14th March PerthSquiz
A great digital employee experience provides many benefits such as improved productivity, higher employee retention rates and technology that adapts to each workforce. However, making this a reality is easier said than done.
This presentation covers:
How increasing employee digital literacy helps organisations to remain competitive, up skill their workforce for the future and incorporate new technologies into the organisation
The benefits of allowing employees to choose the way they work with technology, resulting in employee acquisition, satisfaction and retention
How the digital employee experience impacts the customer experience
The importance of a digital workplace to foster employee collaboration and engagement, make searching for people and files easy, while integrating with existing internal systems
Unlock Your Potential CBITSS - Where Careers Take Flight.pptxCbitss Technologies
Discover endless possibilities with CBITSS. Our specialized training programs cater to diverse interests, preparing individuals for successful careers in technology and beyond.
Digital Employee Experience Breakfast - 21st March MelbourneSquiz
A great digital employee experience provides many benefits such as improved productivity, higher employee retention rates and technology that adapts to each workforce. However, making this a reality is easier said than done.
This presentation covers:
How increasing employee digital literacy helps organisations to remain competitive, up skill their workforce for the future and incorporate new technologies into the organisation
The benefits of allowing employees to choose the way they work with technology, resulting in employee acquisition, satisfaction and retention
How the digital employee experience impacts the customer experience
The importance of a digital workplace to foster employee collaboration and engagement, make searching for people and files easy, while integrating with existing internal systems
European workplace innovation: from theory to practice - Peter OeijPeter Oeij
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What are the main drivers of the digital age? What is the impact of automation and AI on the workforce? How to tackle the organizational implications of New Work? What are best-practice use cases & references for a successful New Work implementation? What are lessons learned? What to learn more? directly contact: marc wagner@detecon.com
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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. 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. 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. 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. 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. 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. 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. 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. DR. SE RI NO
DR. KYETAIK OH
KOREA LABOR INSTITUTE (REPUBLIC OF SOUTH KOREA)
WITH DR. HONGGEUN CHANG
WORKPLACE INNOVATION IN
KOREAN MANUFACTURING
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. 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. 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. 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. 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. PROF. ADELA MCMURRAY
COLLEGE OF BUSINESS AND LAW, RMIT UNIVERSITY (AUSTRALIA)
[PRESENTED BY PETER OEIJ - TNO]
MEASURING WORKPLACE
INNOVATION
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. 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. 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. 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. 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
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. 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. 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. DR. PETER OEIJ
TNO, DEPARTMENT HEALTHY LIVING (NETHERLANDS)
WORKPLACE INNOVATION:
COMMONALITIES AND
DIFFERENCES ACROSS THE
PRESENTATIONS
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. 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. -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
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. 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