 Employee-Driven Innovation and Practice-Based Learning in Organizational CulturesUlrik Brandi and Cathrine Hasse Chapter 7 in Employee-Driven Innovation, 2012, pp 127-148 from Palgrave Macmillan Abstract: Abstract How can we understand employees as drivers of innovation and what prevents employees from being realized as an innovative capacity in organizations? The present definition of EDI contains a discrepancy: on the one hand, EDI is claimed to cover purely bottom-up processes, while, on the other hand, empirical examples show that EDI is dependent on a cultural context in which the employees’ everyday creative actions (based on practice-based learning) are recognized as potential resources for innovation in the organization. Due to the lack of a concept of organizational culture in relation to the analysis of employee-driven innovation, we are unable to grasp fully why attempts to be innovative sometimes fail, and, which is even more widespread, why practice-based potential innovation is never realized. In this chapter, we will thus improve our knowledge of why innovation must be recognized as practice-based in the organizational culture. Keywords: Innovation Process; Corporate Entrepreneurship; Workplace Learning; Creative Idea; Potential Innovation (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-01476-4_7 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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