The Palgrave Handbook of Workplace Innovation

ISBN-13: 9783030599157 / Angielski / Twarda / 2021 / 664 str.

Adela McMurray; Nuttawuth Muenjohn; Chamindika Weerakoon

Spis treści

Table of Contents

Preface – Structure of the book

Introduction – An introduction to Workplace innovation and workplace innovation framework

 

Part I: Theme 01 – Innovation in Contexts

Chapter 1:  Innovation in Developing Countries: The world’s poorest communities

Developing nations in the world are no longer the recipients of innovative products and services but instead creators (e.g. frugal innovation). The changing landscape of innovation in developing countries while overcoming issues such as lack of solid technologies, shoestring budgets and low customer disposable income are discussed.

 

Chapter 2:  Innovation in the Developed countries: Success (abundant innovation) and sad (lack of innovation)

Recently, China overtook the EU with R&D expenditure equivalent to 2.1% of the GDP and thus, Europe and the USA are no longer the leaders in technological innovation performance. The European Union reports a declining innovation performance in the region especially in countries such as Greece, Belgium, Ireland and the Netherlands. The often-considered economic powerhouse in the region was Germany and currently, its overall innovation performance is also declining. These novel trends underpinning innovation in the developed world are addressed.

 

Part II: Theme 02 – Determinants of Innovation

Chapter 3: Innovation Leadership in a transforming workplace innovation context

Topics include the way in which leadership roles, qualities, personalities and behaviours accommodate the continuously evolving workplace innovation context based on demographic trends, changing attitudes towards work, and greater cultural diversity are covered.

 

Chapter 4: Brilliant and Eccentric Men and Women: Oddballs of Innovation or Madness?

People who go beyond the norm and embrace their quirks endearingly and enthusiastically have shown to change the world. For instance, Albert Einstein, Pythagoras, and Leonardo da Vinci are considered to be quirky personalities who were successful in discovering and changing the world around them.

 

Chapter 5: Innovation and Organizational Culture

An innovation climate and culture within the organisation is a must for successful innovation planning, implementation and control in this turbulent and continuously evolving environment.

 

 

Chapter 6: Developing Innovation Strategy in Organizations: A value innovation approach

As a market-creating strategy, today’s firms develop their innovation strategy plan around pursuing parallel strategies of cost saving and differentiation. This chapter discusses how firms save costs by eliminating factors an industry competes on and create elements to increase buyer value.

 

Chapter 7: Innovation trade-offs and People Management: Information and Communication Technology

Human resources management plays a significant role in supporting a firm’s continuous innovation. Information and Communication Technology can enable this process. Computer applications, Enterprise Resource Planning Systems, and the use of Robotics to schedule HR work are a few ways of such applications.

 

Chapter 8: Implementing and Evaluating Innovation Performance Outcomes

How firms measure past and current innovation performance; the ability to create and capture sustainable and profitable value from innovation; future potential of innovation; innovation capacity and the activated capacity to realize the firm’s full growth and innovation potential are a few key areas firms need to evaluate in measuring innovation performance.

Chapter 9: Innovation, Regulation and Sustainability: The trilemma within formal organisational structures.

This chapter addresses the tension between developing innovation and how government regulations may influence such endeavours which may impact on the firms sustainability or even environmental sustainability.

 

Part III: Theme 03 – Innovation as a Process

Chapter 10: The Predictive Power of Innovation: Using innovation frameworks to predict change

Lean management principles, business model canvas and design thinking approaches are among the approaches to test the success of innovations quickly and fail early in the process or refine and meet customer needs. In addition, portfolio management and the three horizons of growth framework are two tools that may be corporated to predict innovations.

 

Chapter 11: Ideate to Execute Innovation to Fruition: Power of the mind and transformation

How do firms ideate to find effective solutions for customer problems? Mind mapping, brainstorming, and problem reformulation are few of the techniques companies have traditionally used to implement in addressing these challenges. The way in which firms unleash the power of mind in the modern world and what techniques and tools are used in support of this are discussed.

 

Chapter 12: Innovation Graveyards: Resting places of innovation dumping grounds

Cloud Innovation: Technologies and the Dilemmas of Adoption or Abandonment are explored in this chapter.

 

 

Chapter 13: Cross-disciplinary innovation: Tangible and Intangible Comprehensions

Innovations that span more than one industry discipline or technology domains are known to be cross-disciplinary innovation. For instance, Artificial Intelligence technologies are applied in producing Apps which can guide in managing human well-being and health care (e.g. BIOBEATS).

 

Chapter 14: Top down or Bottom up processes – Frugal innovation and Reverse Innovation approach

Doing more with less is the rationale behind frugal innovation which was originally targeted the BOP markets specifically adjusting to the conditions of penurious environments. Currently, these products are improved and introduced to developed markets as reverse innovations (e.g. Tata Nano, GE’s Mac 80 heart beat monitor). The processes behind these innovations are examined in this chapter. 

 

Chapter 15: The Locus of innovation: The case of open innovation

Going beyond the traditional practice of confining internal innovation development processes, in the modern world, firms invite external knowledge (e.g. collaborations with research institutes, competitors, researchers, academics and customers) to enter into open innovation arrangements. These are known as outside-in open innovation. At the same time firms do promote radical detachments of their own employee groups to develop new initiatives (Inside-out open innovation).  How firms engage in inside-out open innovation and outside-in innovation is covered.

 

Chapter 16: The social dimension of innovation: collaboration among government, social enterprises and community

Social innovation is a mechanism response to the biggest social challenges and social enterprises are the main vehicle in the carriage of social innovations. The novel approaches to social innovation include co-creation and collaborative arrangements with government linking public, private and social sectors of economies.  

 

Part IV: Theme 04 –The Workplace Innovation - Innovation as an Outcome

Chapter 17: Product innovation in developed and developing country context 

The most common workplace innovation type is product innovation. A comparison between product innovation as an outcome in developed and developing nations is expected in this chapter.

 

Chapter 18: Service Innovation in developed and developing country context

Service innovations are different and are compared to product innovation. Service innovation is evolved into a complex process with intangible processes and dynamic interactions among technological and human systems that lead to managerial and organisational change in services.

 

 

 

 

Chapter 19: Process Innovation in developed and developing country context

This chapter examines how various process innovation outputs integrate and deliver the values of workplace innovation with a comparative focus of developed and developing countries.

 

Chapter 20: Marketing Innovation in developed and developing country context

A firm’s innovation in marketing their products (e.g. IKEA’s catalogue App) is another aspect of workplace innovation. These innovations may be based on pricing strategies, distribution strategies and promotion approaches. How developed and developing countries produce such innovations are addressed.

 

Chapter 21: Business Model Innovation in developed and developing country context

One of the most complex and riskiest type of workplace innovations is the Business Model innovation which seeks strategic partnership arrangements. Walmart’s Vendor managed inventory systems is an example of strategic partnering seeking the effective management of supply chain. What differences lie on developed and developing countries in this context is addressed.

 

Chapter 22: Workplace innovation: A drive for social innovation in social enterprises  

Workplace innovation tendency is a result of work environments being more receptive to innovation and encouraging people to take the role as intrapreneurs. This chapter addresses how workplace innovation practices drive social innovation outcomes in social enterprise context whilst linking to differences in developed and developing country.

 

Chapter 23: Frugal workplace innovation outcomes: doing more with less

Frugal innovation embraces doing more with less. Therefore, this chapter focuses on elaborating on how frugal innovation outcomes integrate workplace innovation practices embracing its core values in developed and developing country contexts.

 

Part V – Theme 05 – Innovation and Transformations

Chapter 24: Corporate social innovation: CSR and paradigms of change to enhance sustainability

Not only social enterprises but the corporates (profit seeking businesses) currently engage in social innovation activities through novel approaches to their CSR activities. In that way they integrate social transformation and innovation into business practices targeting sustainable growth.

 

Chapter 25: Generational Innovation: Great documentaries of chronological innovation points in time – music, business, people, trends etc

Workplace culture and environment, workplace relationships and subsequently, the innovation process are affected by generational differences. Changing workplaces accommodate multiple generations within one work culture. Different country contexts tend to reflect different compositions such as China, India and other Asian countries are driven by Generation X and Y’s innovations. On the other hand, for instance, in North American culture, each generation has different work ethics and expectations. How these differences change the landscape of innovation in developed and developing countries is discussed.

 

Chapter 26: Serial Innovation: The Spirit Transcending from Past to Future

Serial innovators are the people who develop and bring to market at least two successful breakthrough products in an established company. They are essentially rare and what characteristics they possess and how do they continue to create breakthrough innovations in multiple contexts is addressed.

 

Chapter 27: Unleashing Innovation Across Ethical and Moral Boundaries: The dark side of using innovation for self-advantage

There are conversations in the business world about living the values and ethics of innovation. However, we see that innovation is produced and applied in dark contexts with dark intensions. This chapter highlights such applications in developed and developing world contexts.

 

Chapter 28: The Future of Changing Workplace Innovation: Challenges and opportunities of ICT

Workplaces are evolving with the influence of information communication technology creating new opportunities and challenges. This chapter highlights the differences of related challenges and opportunities in developed and developing country contexts.

 

Chapter 29: Conclusion: The future of workplace innovation

This chapter consolidates all of the major highlights generated in the above chapters and provides areas for future topics relevant to workplace innovation research and practice.

O autorze

Adela McMurray is Professor of Management/HRM and Innovation at College of Business, Government and Law, Flinders University, Adelaide, SA, Australia. She has published over 280 papers and led numerous large research grants, is the Assistant Editor of the Journal of Management History, and a member of numerous Editorial Advisory Boards. She is the co-editor of The Palgrave Handbook of Leadership in Transforming Asia (Palgrave Macmillan, 2017).

Nuttawuth Muenjohn is a Senior Lecturer in Leadership Studies at the School of Management, Royal Melbourne Institute of Technology University, Australia. He is the co-editor of The Palgrave Handbook of Leadership in Transforming Asia (Palgrave Macmillan, 2017).

Chamindika Weerakoon is a Lecturer in Entrepreneurship and Innovation at the Department of Business Technology and Entrepreneurship in Swinburne University of Technology, Melbourne, Australia. Her research primarily focuses on social innovation, entrepreneurial orientation and business model innovation. Her main teaching expertise includes Entrepreneurship and Innovation Management.

Blurb

This book addresses workplace innovation at an organizational level which is couched within developed and developing countries. It includes six major sections: workplace innovation in contexts, workplace innovation determinants, workplace innovation as a process, workplace innovation as an outcome, workplace innovation and transformations and finally, workplace innovation ecosystems.

Innovation is a phenomenon which embraces complex causal relationships while also reflecting a basic sequential evolution process. Thus, the handbook chapters are based on the foundation of an “organizational innovation framework” which is designed as a sequential process. This framework focuses on two major areas which reflect the sequential view of innovation steeped in the determinants of innovation and innovation dimensions (process and outcome elements). The innovation determinants include group level, business process level and managerial level variables underpinned by Upper echelon theory, Process theory and Resource-based view theory. Innovation dimensions are formed by perspectives of innovation as a process and innovation as an outcome