Innovating by doing: promoting on-the-job experimentation through a climate for innovation

Research output: Contribution to journal › Journal article › Research › peer-review

Standard

Innovating by doing : promoting on-the-job experimentation through a climate for innovation. / Bogers, Marcel.

In: International Journal of Entrepreneurial Venturing, Vol. 10, No. 3, 2018, p. 362-382.

Research output: Contribution to journal › Journal article › Research › peer-review

Harvard

Bogers, M 2018, 'Innovating by doing: promoting on-the-job experimentation through a climate for innovation', International Journal of Entrepreneurial Venturing, vol. 10, no. 3, pp. 362-382.

APA

Bogers, M. (2018). Innovating by doing: promoting on-the-job experimentation through a climate for innovation. International Journal of Entrepreneurial Venturing, 10(3), 362-382.

Vancouver

Bogers M. Innovating by doing: promoting on-the-job experimentation through a climate for innovation. International Journal of Entrepreneurial Venturing. 2018;10(3):362-382.

Author

Bogers, Marcel. / Innovating by doing : promoting on-the-job experimentation through a climate for innovation. In: International Journal of Entrepreneurial Venturing. 2018 ; Vol. 10, No. 3. pp. 362-382.

Bibtex

@article{401d1aa6817349369a6272b738cc9fba,
title = "Innovating by doing: promoting on-the-job experimentation through a climate for innovation",
abstract = "Firms{\textquoteright} innovation performance and productivity depend on engaging the entire organisation in the innovation process. Going beyond the typical focus on R&D, the focus of this article is on engaging those employees who are active in {\textquoteleft}productive{\textquoteright} activities in innovation. This article explores how a firm can create an environment in which those employees can build on their local needs and knowledge to learn and innovate through a process of experimentation and problem solving during {\textquoteleft}on-the-job{\textquoteright} activities. I draw on innovation, creativity and organisational climate research to explore the determinants and effects of such innovative behaviour. I develop a theoretical framework of how organisational practices affect employees{\textquoteright} willingness and ability to experiment – a behavioural integral to innovation. I furthermore argue that the relationship between such {\textquoteleft}climate for innovation{\textquoteright} and the ultimate performance is inverse U-shaped. The framework implies that managers can turn the entire organisation into an innovation lab but they need to balance the tension between productive and innovative practices.",
author = "Marcel Bogers",
year = "2018",
language = "English",
volume = "10",
pages = "362--382",
journal = "International Journal of Entrepreneurial Venturing",
issn = "1742-5360",
publisher = "Inderscience Publishers",
number = "3",

}

RIS

TY - JOUR

T1 - Innovating by doing

T2 - promoting on-the-job experimentation through a climate for innovation

AU - Bogers, Marcel

PY - 2018

Y1 - 2018

N2 - Firms’ innovation performance and productivity depend on engaging the entire organisation in the innovation process. Going beyond the typical focus on R&D, the focus of this article is on engaging those employees who are active in ‘productive’ activities in innovation. This article explores how a firm can create an environment in which those employees can build on their local needs and knowledge to learn and innovate through a process of experimentation and problem solving during ‘on-the-job’ activities. I draw on innovation, creativity and organisational climate research to explore the determinants and effects of such innovative behaviour. I develop a theoretical framework of how organisational practices affect employees’ willingness and ability to experiment – a behavioural integral to innovation. I furthermore argue that the relationship between such ‘climate for innovation’ and the ultimate performance is inverse U-shaped. The framework implies that managers can turn the entire organisation into an innovation lab but they need to balance the tension between productive and innovative practices.

AB - Firms’ innovation performance and productivity depend on engaging the entire organisation in the innovation process. Going beyond the typical focus on R&D, the focus of this article is on engaging those employees who are active in ‘productive’ activities in innovation. This article explores how a firm can create an environment in which those employees can build on their local needs and knowledge to learn and innovate through a process of experimentation and problem solving during ‘on-the-job’ activities. I draw on innovation, creativity and organisational climate research to explore the determinants and effects of such innovative behaviour. I develop a theoretical framework of how organisational practices affect employees’ willingness and ability to experiment – a behavioural integral to innovation. I furthermore argue that the relationship between such ‘climate for innovation’ and the ultimate performance is inverse U-shaped. The framework implies that managers can turn the entire organisation into an innovation lab but they need to balance the tension between productive and innovative practices.

M3 - Journal article

VL - 10

SP - 362

EP - 382

JO - International Journal of Entrepreneurial Venturing

JF - International Journal of Entrepreneurial Venturing

SN - 1742-5360

IS - 3

ER -

ID: 198720704