World Review of Entrepreneurship, Management and Sustainable Development, 2016
Although the positive impact of job autonomy has been widely shown for individual-level employee ... more Although the positive impact of job autonomy has been widely shown for individual-level employee outcomes, research on job autonomy and company-level outcomes has been surprisingly scarce. Therefore, among 3,311 companies in the Netherlands, we investigate the relationship between employees' job autonomy and company performance growth (revenue, profit). Moreover, we investigate the moderating effect of company maturity (young vs. older companies) in this relationship. Results indicate that job autonomy is positively related to growth of company revenue and this relationship is stronger for young companies. Job autonomy was positively related to company profit but only for young companies. These results suggest that it is important for young companies especially, to provide their employees with job autonomy and its supporting practices. Implications for theory and practice will be discussed.
Aligning Perspectives on Health, Safety and Well-Being, 2017
This chapter summarises the state of the art on workplace innovation policy in Europe and discuss... more This chapter summarises the state of the art on workplace innovation policy in Europe and discusses the similarities and dissimilarities across theoretical and practical approaches presented in this book. We aim to identify some points of convergence and mutual reinforcement within and across policy, theory, empirical, and practical approaches. To this end we will offer some pointers for the future of workplace innovation in the areas of policy, theory, research, and practice.
This is the introduction to this special issue of World Review of Entrepreneurship, Management an... more This is the introduction to this special issue of World Review of Entrepreneurship, Management and Sustainable Development (WREMSD) dedicated to workplace innovation and social innovation related to work and organisation. As technological and business model innovations alone are not sufficient to enhance opportunities for businesses and employment, awareness is rising that better use should be made of human talents and new ways of organising and managing. In order to make working environments more receptive for innovation, and to enable people in organisations to take up an entrepreneurial role as intrapreneurs, a shift towards workplace innovation can be observed. Workplace innovation is complementary to technological and business model innovation, and a necessary ingredient for successful renewal, in that it addresses a type of management that seeks collaboration with employees through dialogue and employee engagement. Consequently, not only improvements of the quality of work for...
This contribution introduces the Innovation Resilience Behaviour tool (IRB-tool), developed for t... more This contribution introduces the Innovation Resilience Behaviour tool (IRB-tool), developed for teams working on innovation projects. As such, the tool is an example of a workplace innovation intervention. The purpose of the IRB-tool is to help teams stay on track during innovation projects. The IRB-tool focuses on team processes, such as resilience, psychological safety, learning, voice, and leadership. Applying the IRB-tool helps teams become more aware of organisational defensiveness that hampers risk-taking that is crucial to innovation. The tool can also be used by other types of teams to improve the effectiveness of their team processes.
[Excerpt] A workplace innovation (WPI) is a developed and implemented practice or combination of ... more [Excerpt] A workplace innovation (WPI) is a developed and implemented practice or combination of practices that either structurally (through division of labour) or culturally (in terms of empowerment of staff ) enable employees to participate in organisational change and renewal and hence improve the quality of working life and organisational performance. Thi s report looks at reasons for enabling WPI, along with its adoption and implementation, and the impacts of it from the viewpoints of the organisation and management, employees and employee representatives. From the database of the third European Company Survey (ECS 2013), some 51 companies were selected from 10 EU Member States in which case studies were undertaken.
Innovatieteams zijn succesvoller als hun werkomgeving 'mindful' is waardoor zij in staat ... more Innovatieteams zijn succesvoller als hun werkomgeving 'mindful' is waardoor zij in staat zijn probleemsituaties op te lossen, zo blijkt uit het promotie-onderzoek van Peter Oeij. Hierdoor daalt de faalkans van innovatieprojecten en daarmee kunnen desinvesteringen worden verkleind. De slaagkans van innovatieprojecten neemt toe. Voor dit promotieonderzoek bestudeerde Peter Oeij 18 projectteams en hun innovatieprojecten. De nadruk lag op teamdynamiek. Hoe gaan teams om met kritieke incidenten in hun project, die aanleiding kunnen vormen voor falende projecten? En dus mislukte innovaties. De promovendus stelde vast dat twee kenmerken de kans op succes vergroten. Dat is ten eerste de aanwezigheid van een 'mindful' werkomgeving. Dat wil zeggen een teamklimaat waarin sprake is van vier factoren. Allereerst psychologische veiligheid, om fouten te mogen maken. Daarnaast een teamleerklimaat, waarin kan worden geexperimenteerd. Verder is inspraak over de gang van zaken van team...
Team Performance Management: An International Journal, 2018
PurposeThe purpose of this paper is to investigate whether insights into high reliability organiz... more PurposeThe purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.Design/methodology/approachA survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.FindingsFrom the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project tea...
International Journal of Technology Transfer and Commercialisation, 2019
Introduction: Due to fast technological changes organisations need to adjust by innovations to re... more Introduction: Due to fast technological changes organisations need to adjust by innovations to remain economically viable. However, as innovations do not always pass the implementation phase, this study examines innovation adoption of employees. The assumption is that workplace innovation positively associates with innovation adoption. The study looked into the role of employee perception of innovation, as well as organisational and individual characteristics in relation to actual use of innovation by employees. Methods: Managers of 110 Dutch organisations from transport and logistics sector took part in the survey in May 2017. They were asked to evaluate the behaviour of the employees they are supervising. Dependent variable was the actual use of innovation as indicator of innovation adoption. Independent variables were organisational factors (workplace innovation), individual factors (innovative behaviour, risk taking behaviour) and perception of innovation (visibility of results, perceived usefulness, perceived ease of use, and subjective norm). Data was analysed using multiple regression (path analysis). Results: Workplace innovation, ease of use of innovation and perceived usefulness of innovation have a direct relation with actual use of innovation by employees, according to the answers provided by their managers. Innovative behaviour has an indirect relation with actual use of innovation, as the relation is via perceived ease of use and perceived usefulness of innovation. Conclusion: Workplace innovation and innovation related behaviours associate with innovation adoption. The practical implication is that, besides making sure that innovation is easy to use and is perceived as useful, management needs to ensure there is employee engagement in the process of renewal, if innovation is actually to be adopted by employees, thus implemented effectively in organisations.
Flexibiliteit is nodig voor innovatie. Dat is de centrale stelling van dit hoofdstuk. Flexibilite... more Flexibiliteit is nodig voor innovatie. Dat is de centrale stelling van dit hoofdstuk. Flexibiliteit is zelfs een voorwaarde voor succesvol innoveren. Deze visie hebben we kunnen onderbouwen door te wijzen op een aantal mechanismen. Door te flexibiliseren worden organisaties wendbaar. Zij zijn beter in staat om nieuwe kennis op te nemen en flexibiliseren versterkt het vermogen om samen te werken.
Dit hoofdstuk gaat over innovatie in de publieke sector, gericht op verbetering van de efficiënti... more Dit hoofdstuk gaat over innovatie in de publieke sector, gericht op verbetering van de efficiëntie en kwaliteit van de dienstverlening, resulterend in betere prestaties. De innovaties die centraal staan, betreffen flexibeler inzet van personeel om extra inhuur te beperken, het stroomlijnen van werkprocessen om doorlooptijden en wachttijden te verkorten en het betrekken van de klantbeleving om processen beter op de
World Review of Entrepreneurship, Management and Sustainable Development, 2016
Although the positive impact of job autonomy has been widely shown for individual-level employee ... more Although the positive impact of job autonomy has been widely shown for individual-level employee outcomes, research on job autonomy and company-level outcomes has been surprisingly scarce. Therefore, among 3,311 companies in the Netherlands, we investigate the relationship between employees' job autonomy and company performance growth (revenue, profit). Moreover, we investigate the moderating effect of company maturity (young vs. older companies) in this relationship. Results indicate that job autonomy is positively related to growth of company revenue and this relationship is stronger for young companies. Job autonomy was positively related to company profit but only for young companies. These results suggest that it is important for young companies especially, to provide their employees with job autonomy and its supporting practices. Implications for theory and practice will be discussed.
Aligning Perspectives on Health, Safety and Well-Being, 2017
This chapter summarises the state of the art on workplace innovation policy in Europe and discuss... more This chapter summarises the state of the art on workplace innovation policy in Europe and discusses the similarities and dissimilarities across theoretical and practical approaches presented in this book. We aim to identify some points of convergence and mutual reinforcement within and across policy, theory, empirical, and practical approaches. To this end we will offer some pointers for the future of workplace innovation in the areas of policy, theory, research, and practice.
This is the introduction to this special issue of World Review of Entrepreneurship, Management an... more This is the introduction to this special issue of World Review of Entrepreneurship, Management and Sustainable Development (WREMSD) dedicated to workplace innovation and social innovation related to work and organisation. As technological and business model innovations alone are not sufficient to enhance opportunities for businesses and employment, awareness is rising that better use should be made of human talents and new ways of organising and managing. In order to make working environments more receptive for innovation, and to enable people in organisations to take up an entrepreneurial role as intrapreneurs, a shift towards workplace innovation can be observed. Workplace innovation is complementary to technological and business model innovation, and a necessary ingredient for successful renewal, in that it addresses a type of management that seeks collaboration with employees through dialogue and employee engagement. Consequently, not only improvements of the quality of work for...
This contribution introduces the Innovation Resilience Behaviour tool (IRB-tool), developed for t... more This contribution introduces the Innovation Resilience Behaviour tool (IRB-tool), developed for teams working on innovation projects. As such, the tool is an example of a workplace innovation intervention. The purpose of the IRB-tool is to help teams stay on track during innovation projects. The IRB-tool focuses on team processes, such as resilience, psychological safety, learning, voice, and leadership. Applying the IRB-tool helps teams become more aware of organisational defensiveness that hampers risk-taking that is crucial to innovation. The tool can also be used by other types of teams to improve the effectiveness of their team processes.
[Excerpt] A workplace innovation (WPI) is a developed and implemented practice or combination of ... more [Excerpt] A workplace innovation (WPI) is a developed and implemented practice or combination of practices that either structurally (through division of labour) or culturally (in terms of empowerment of staff ) enable employees to participate in organisational change and renewal and hence improve the quality of working life and organisational performance. Thi s report looks at reasons for enabling WPI, along with its adoption and implementation, and the impacts of it from the viewpoints of the organisation and management, employees and employee representatives. From the database of the third European Company Survey (ECS 2013), some 51 companies were selected from 10 EU Member States in which case studies were undertaken.
Innovatieteams zijn succesvoller als hun werkomgeving 'mindful' is waardoor zij in staat ... more Innovatieteams zijn succesvoller als hun werkomgeving 'mindful' is waardoor zij in staat zijn probleemsituaties op te lossen, zo blijkt uit het promotie-onderzoek van Peter Oeij. Hierdoor daalt de faalkans van innovatieprojecten en daarmee kunnen desinvesteringen worden verkleind. De slaagkans van innovatieprojecten neemt toe. Voor dit promotieonderzoek bestudeerde Peter Oeij 18 projectteams en hun innovatieprojecten. De nadruk lag op teamdynamiek. Hoe gaan teams om met kritieke incidenten in hun project, die aanleiding kunnen vormen voor falende projecten? En dus mislukte innovaties. De promovendus stelde vast dat twee kenmerken de kans op succes vergroten. Dat is ten eerste de aanwezigheid van een 'mindful' werkomgeving. Dat wil zeggen een teamklimaat waarin sprake is van vier factoren. Allereerst psychologische veiligheid, om fouten te mogen maken. Daarnaast een teamleerklimaat, waarin kan worden geexperimenteerd. Verder is inspraak over de gang van zaken van team...
Team Performance Management: An International Journal, 2018
PurposeThe purpose of this paper is to investigate whether insights into high reliability organiz... more PurposeThe purpose of this paper is to investigate whether insights into high reliability organizations (HROs) are useful for innovation management teams. HRO teams can keep failure to a minimum level due to high alertness and resilience. Project teams working on innovation management could benefit from HRO principles and thus reduce their chances of failure.Design/methodology/approachA survey among in total 260 team members and team leaders of project teams in innovation management was conducted to study the relation between, on the one hand, organizational features of HROs (“mindful infrastructure”) and HRO principles (adjusted as “innovation resilience behaviour”, IRB), and on the other hand, between mindful infrastructure and IRB and project outcomes.FindingsFrom the results it could be concluded that mindful infrastructure associates with IRB, and that IRB has a mediating role in the relation between mindful infrastructure and project outcomes. Innovation management project tea...
International Journal of Technology Transfer and Commercialisation, 2019
Introduction: Due to fast technological changes organisations need to adjust by innovations to re... more Introduction: Due to fast technological changes organisations need to adjust by innovations to remain economically viable. However, as innovations do not always pass the implementation phase, this study examines innovation adoption of employees. The assumption is that workplace innovation positively associates with innovation adoption. The study looked into the role of employee perception of innovation, as well as organisational and individual characteristics in relation to actual use of innovation by employees. Methods: Managers of 110 Dutch organisations from transport and logistics sector took part in the survey in May 2017. They were asked to evaluate the behaviour of the employees they are supervising. Dependent variable was the actual use of innovation as indicator of innovation adoption. Independent variables were organisational factors (workplace innovation), individual factors (innovative behaviour, risk taking behaviour) and perception of innovation (visibility of results, perceived usefulness, perceived ease of use, and subjective norm). Data was analysed using multiple regression (path analysis). Results: Workplace innovation, ease of use of innovation and perceived usefulness of innovation have a direct relation with actual use of innovation by employees, according to the answers provided by their managers. Innovative behaviour has an indirect relation with actual use of innovation, as the relation is via perceived ease of use and perceived usefulness of innovation. Conclusion: Workplace innovation and innovation related behaviours associate with innovation adoption. The practical implication is that, besides making sure that innovation is easy to use and is perceived as useful, management needs to ensure there is employee engagement in the process of renewal, if innovation is actually to be adopted by employees, thus implemented effectively in organisations.
Flexibiliteit is nodig voor innovatie. Dat is de centrale stelling van dit hoofdstuk. Flexibilite... more Flexibiliteit is nodig voor innovatie. Dat is de centrale stelling van dit hoofdstuk. Flexibiliteit is zelfs een voorwaarde voor succesvol innoveren. Deze visie hebben we kunnen onderbouwen door te wijzen op een aantal mechanismen. Door te flexibiliseren worden organisaties wendbaar. Zij zijn beter in staat om nieuwe kennis op te nemen en flexibiliseren versterkt het vermogen om samen te werken.
Dit hoofdstuk gaat over innovatie in de publieke sector, gericht op verbetering van de efficiënti... more Dit hoofdstuk gaat over innovatie in de publieke sector, gericht op verbetering van de efficiëntie en kwaliteit van de dienstverlening, resulterend in betere prestaties. De innovaties die centraal staan, betreffen flexibeler inzet van personeel om extra inhuur te beperken, het stroomlijnen van werkprocessen om doorlooptijden en wachttijden te verkorten en het betrekken van de klantbeleving om processen beter op de
Content: 1. International scientific journals/internationale wetenschappelijke tijdschriften 2. I... more Content: 1. International scientific journals/internationale wetenschappelijke tijdschriften 2. International book contributions/international boekbijdragen 3. International scientific papers and abstracts/internationale wetenschappelijke papers 4. International specialist journals/internationale vaktijdschriften 5. International research reports/internationale onderzoeksrapporten 6. National scientific journals/nationale wetenschappelijke tijdschriften 7. National books, book contributions/nationale boeken, boekbijdragen 8. National specialist journals/nationale vaktijdschriften 9. National research reports/nationale onderzoeksrapporten 10. Miscellaneous (presentations, lectures, etc.)/Diversen (presentaties, lezingen etc.) 11. Webpublications, Internet publications, Podcasts, Blogs
Organising in a mindful way is key to helping innovation teams become more resilient and thereby ... more Organising in a mindful way is key to helping innovation teams become more resilient and thereby increase the chances of innovation success. Organising as such, called mindful infrastructure, implies creating the right conditions for teams to excel.
To this end, four elements are crucial. When teams are 1) feeling psychologically safe, 2) experience a learning environment, 3) have a say in decision-making, and 4) see that leadership creates synergy, the foundation is laid for resilient team behaviour. In turn, this team innovation resilience behaviour enables teams to successfully deal with critical incidents, which, otherwise, could lead to innovation failure.
Resilient innovation teams are extremely alert to small things that can become big problems, hate to jump to conclusions, link management goals with operational practice, value expertise stronger than rank, and can radically change course if required. This helps them keep their innovation projects on track and thus improve the chances of innovation success.
This study has sought to investigate the scientific underpinnings of mindful infrastructure and team innovation resilience behavior. In addition, it provides practical guidelines for building a Resilient Innovation Team. Read what anonymous reviewers have to say about this work: “The topic is quite interesting. Indeed, I think the resilience behaviour during incidents in innovation’s situations is very important, for practitioners as for academics.” “… the conceptual development and the findings are really fascinating. A big progress in project management research.” “You've done a very nice job here, and your enthusiasm for the material comes clearly through in the latter parts of the paper.” “An interesting subject. Theoretically well-explored.” “…an interesting contribution as it uses a relatively original methodology (QCA) and studies some less studied topics in the innovation literature.” “The authors’serendipitous discovery of this phenomenon points to their curiosity and interest in solving a problem with a contribution to theory and with managerial application.” “… very interesting: I learnt a lot, including recognizing some behaviour at work ;-) thank you :-) .“ ISBN 978-90-5986-476-4
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Papers by Peter Oeij
See:
https://www.eurofound.europa.eu/sites/default/files/ef_publication/field_ef_document/ef1540en.pdf
Co-authors:
Rita Žiauberytė-Jakštienė, Steven Dhondt, Antonio Corral, Peter Totterdill, Paul Preenen
To this end, four elements are crucial. When teams are 1) feeling psychologically safe, 2) experience a learning environment, 3) have a say in decision-making, and 4) see that leadership creates synergy, the foundation is laid for resilient team behaviour. In turn, this team innovation resilience behaviour enables teams to successfully deal with critical incidents, which, otherwise, could lead to innovation failure.
Resilient innovation teams are extremely alert to small things that can become big problems, hate to jump to conclusions, link management goals with operational practice, value expertise stronger than rank, and can radically change course if required. This helps them keep their innovation projects on track and thus improve the chances of innovation success.
This study has sought to investigate the scientific underpinnings of mindful infrastructure and team innovation resilience behavior. In addition, it provides practical guidelines for building a Resilient Innovation Team.
Read what anonymous reviewers have to say about this work:
“The topic is quite interesting. Indeed, I think the resilience behaviour during incidents in innovation’s situations is very important, for practitioners as for academics.”
“… the conceptual development and the findings are really fascinating. A big progress in project management research.”
“You've done a very nice job here, and your enthusiasm for the material comes clearly through in the latter parts of the paper.”
“An interesting subject. Theoretically well-explored.”
“…an interesting contribution as it uses a relatively original methodology (QCA) and studies some less studied topics in the innovation literature.”
“The authors’serendipitous discovery of this phenomenon points to their curiosity and interest in solving a problem with a contribution to theory and with managerial application.”
“… very interesting: I learnt a lot, including recognizing some behaviour at work ;-) thank you :-) .“
ISBN 978-90-5986-476-4