The innovation diffusion paradox in the light of ‘shop-floor games’ and micro-politics

Pasi Koski and Anu Järvensivu
Additional contact information
Pasi Koski: University of Tampere, Finland, pasi.koski@uta.fi
Anu Järvensivu: University of Tampere, Finland

Economic and Industrial Democracy, 2010, vol. 31, issue 3, 345-363

Abstract: In the literature on workplace innovation or organizational innovation, the concept of high-performance work systems (HPWS) has gained a prominent position. Theoretical and empirical evidence supports the argument that HPWS and their innovative workplace practices can increase firms’ performance. However, several studies have shown that, surprisingly, these practices are only infrequently adopted. Drawing insights from labour process theory and by using an in-depth qualitative approach, this article sheds light on this innovation diffusion paradox. It demonstrates how the realm of micro-politics and related conflicts, resistance and factory games affect the introduction of new practices in two Finnish factories.

Keywords: control; flexibility; high-performance workplace; labour process; workplace development (search for similar items in EconPapers)
Date: 2010
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/0143831X09351216 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:ecoind:v:31:y:2010:i:3:p:345-363

DOI: 10.1177/0143831X09351216

Access Statistics for this article

More articles in Economic and Industrial Democracy from Department of Economic History, Uppsala University, Sweden
Bibliographic data for series maintained by SAGE Publications ().