How leaders influence employees’ [13]
论文作者:Jeroen P.J. de Jong Deanne N. Den Hartog论文属性:硕士毕业论文 thesis登出时间:2009-11-19编辑:anne点击率:36452
论文字数:11159论文编号:org200911191606108750语种:英语 English地区:英国价格:免费论文
关键词:LeadershipInnovationEmployee behaviourIdeas generationKnowledge organizations Paper type Research paper
lves, but may also ask others (e.g. subordinates) to take on this role. Another way in which participants arranged feedback was to let employees present an initial concept or idea to a group of customers and ask them for feedback. The innovative interviewees agreed that concepts for new services or processes would be improved by making sure that those who are developing and implementing it receive feedback on an initial version. For example, one respondent told us that:
A sparring partner is an important element in the way we innovate. The one who came up with the idea is often very excited about it and does not want to see its pitfalls. Sparring partners keep more distance and are open-minded. With their comments and additional ideas they can increase successful implementation. Empirical work on the connection between organizing feedback and application behaviour includes a qualitative study in a Swedish telecom firm by Hellstro¨m and Hellstro¨m (2002). They conclude that the willingness of employees to strive for innovation depends the on personal feedback that is given as soon as an idea is proposed. Positive, non-slashing feedback is perceived as a source of improvement. It increases the likelihood that an idea will improve. Likewise, innovation research at the organizational level suggests that feedback from customers can boost new product success rates (Cooper, 2003). These results suggest that new products or services should be tested, that is, evaluated by clients so that their feedback can be used to refine an initial concept. Von Hippel (2005) holds that user-innovation, where organizations increasingly develop innovations in partnerships with their customers and benefit from their ideas and modifications of products, will quickly become a key organizational innovation model.
4.9 Recognition
Several respondents in the front-runners group spontaneously stressed that they always tried to be positive to people coming up with initiatives, while most of their non-innovative counterparts confirmed this only when we asked for it explicitly. For example, an innovative respondent mentioned that: “When someone makes a suggestion I try to pay a lot of attention to such an initiative. Occasionally, I allow him or her a day or two to work out the idea.”
Recognition includes giving praise (compliments), awards (e.g. certificates of achievement, private budgets, increased autonomy) and ceremonies (e.g. public speeches and celebrations) (Yukl, 2002). Past studies suggest that a leader should be keen to recognize innovative contributions, as such behaviour may trigger both idea generation and application behaviour. From a case study within a Canadian transport firm, Nijhof et al. (2002) concluded that when someone has an innovative idea, it is devastating for future idea generation if he/she has to convince the management of its potential. Rather, managers should appreciate and listen to the idea, even if they do not approve it. Also, Redmond et al. (1993) asked undergraduates to work on a
Marketing task consisting of developing advertising campaigns for a new product (3D TV) under conditions in which confederate leaders either did, or did not, recognize innovative practices by stressing an undergraduate’s competence. Recognition led to higher-quality campaigns and a more effective application of creative problem-solving skills.
4.10 Rewards
Some interviewees suggested that financial rewards are helpful to focus employees’
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