Personal Initiative, Passive‐Avoidant Leadership and Support for Innovation as Antecedents of Nurses’ Idea Generation and Idea Implementation

2020 ◽  
Vol 53 (1) ◽  
pp. 96-105
Author(s):  
Salvatore Zappalà ◽  
Ferdinando Toscano ◽  
Marina V. Polevaya ◽  
Elena V. Kamneva
Keyword(s):  
Idea Generation ◽  
Personal Initiative ◽  
Support For Innovation ◽  
Passive Avoidant

The Leader Support for Innovation Questionnaire (LSIQ)

2019 ◽  
Vol 40 (8) ◽  
pp. 898-915
Author(s):  
Sylvie Vincent-Höper ◽  
Maie Stein
Keyword(s):  
Process Model ◽  
Organizational Innovation ◽  
Factor Model ◽  
Idea Generation ◽  
Confirmatory Factor Analyses ◽  
Content Type ◽  
Leader Support ◽  
Support For Innovation ◽  
The Relationship ◽  
Three Factor

Purpose In this study, the authors integrate the concept of leader support with a process model of innovation including the generation, promotion and implementation of innovative ideas to obtain an in-depth understanding of how leaders may support employees’ innovative efforts. The purpose of this paper is to develop an organizing framework and validate a measure for assessing leader support for innovation. Design/methodology/approach The authors validated the Leader Support for Innovation Questionnaire (LSIQ) in German and English using samples from Germany (n=1,049) and South Africa (n=129). Findings Although confirmatory factor analyses supported a three-factor model of the 12-item LSIQ (leader support for idea generation, promotion and implementation), strong intercorrelations between the factors provide only weak evidence for the three-factor structure. Positive correlations with individual and organizational innovation demonstrate adequate construct validity. The LSIQ explains additional variance in innovation beyond that explained by measures of transformational leadership and leader–member exchange. Research limitations/implications The findings suggest that linking leader support and innovation more directly to one another matches the complexity of innovation processes. The LSIQ is a theory based and valid tool that enables more rigorous research on the role of leadership in facilitating innovation. Originality/value Previous studies using well-established leadership approaches have produced a considerable heterogeneity of findings on the relationship between leadership and innovation. Therefore, the authors introduce an integrative framework for defining and organizing leadership behaviors specifically supporting employees’ innovative efforts and validate a measure of leader support for innovation that may guide both theoretical developments and empirical research on the relationship between leadership and innovation in organizations.

ONE SIZE DOES NOT FIT ALL — LEADER–MEMBER EXCHANGE AND INNOVATIVENESS

2021 ◽  
pp. 2150072
Author(s):  
ANU VANSKA ◽  
PIA HURMELINNA-LAUKKANEN
Keyword(s):  
Innovation Management ◽  
Idea Generation ◽  
Employee Attitudes ◽  
Leader Member Exchange ◽  
Individual Level ◽  
Linear Connections ◽  
Organisational Support ◽  
Support For Innovation ◽  
Member Exchange ◽  
Perceived Organisational Support

Individual-level innovativeness is widely acknowledged to be critical to the success of an organisation’s innovation, and understanding the related nuances is therefore important. The goal of this study is to add to existing knowledge on how managerial characteristics influence employee innovativeness. Specifically, we address the role of leader–member exchange (LMX) in predicting the three components of employee innovative work behaviour (IWB) — idea generation, idea promotion, and idea implementation. LMX denotes the quality of the relationship between an employee and his/her immediate supervisor and is a significant predictor of many employee attitudes and behaviours. Studies examining the direct and joint effects of LMX and other organisational characteristics on employee creativity and employee IWB have shown the LMX construct has a significant effect on employee innovativeness. However, a more nuanced view on the effects of LMX on the various components of IWB — idea generation, idea promotion, and idea implementation — is missing. Moreover, most research to date on LMX and innovation has focused on the potential linear connections between LMX and employee innovation-related outcomes, leaving the possible opportunities associated with low-quality LMX under-explored. This is a shortcoming, as a growing body of literature demonstrates that, under specific conditions, not only high but also low-quality LMX can be conducive for various employee outcomes. Analysing survey data collected from 93 employees of a knowledge-intensive service company, our study shows U-shaped and linear relationships between LMX and varying components of IWB. We further test an earlier presented assumption that perceived organisational support for innovation may emerge as a powerful contextual condition in relationships between employee innovativeness and its antecedents. We find that LMX and organisational support for innovation have a joint positive effect on the components of employee IWB. These findings extend innovation management theorising and provide advice for managers.

Dreamlike and Playful Virtual Environments to Inspire Children’s Divergent Thinking

2020 ◽  
pp. 1-11
Author(s):  
Jérôme Guegan ◽  
Claire Brechet ◽  
Julien Nelson
Keyword(s):  
Virtual Environments ◽  
Divergent Thinking ◽  
Idea Generation ◽  
Combined Processes ◽  
Office Environment ◽  
School Aged Children

Abstract. Computers have long been seen as possible tools to foster creativity in children. In this respect, virtual environments present an interesting potential to support idea generation but also to steer it in relevant directions. A total of 96 school-aged children completed a standard divergent thinking task while being exposed to one of three virtual environments: a replica of the headmistress’s office, a replica of their schoolyard, and a dreamlike environment. Results showed that participants produced more original ideas in the dreamlike and playful environments than in the headmistress’s office environment. Additionally, the contents of the environment influenced the selective exploration of idea categories. We discuss these results in terms of two combined processes: explicit references to sources of inspiration in the environment, and the implicit priming of specific idea categories.

Engaging Employees in the Innovation Process

2019 ◽  
Vol 10 (1) ◽  
pp. 17-23
Author(s):  
Bruce D. Fischer ◽  
◽  
Holly B. Bachman ◽  
Keyword(s):  
Continuous Improvement ◽  
Business Process ◽  
Business Process Reengineering ◽  
Idea Generation ◽  
Innovation Process ◽  
Participation Rate ◽  
Process Reengineering ◽  
Quality Circles ◽  
And Training

There is a lack of broad participation in most idea generating programs in American organizations. In this paper, we consider ways to increase the participation rate in generating ideas across organizations. These approaches include measuring innovation rates and reporting them, encouraging continuous improvement in idea generation, raising participation in programs such as Business Process Reengineering and Quality Circles, and training in creativity that includes team efforts at ideation. We also consider the importance of encouragement in helping employees to take the risks necessary to generate ideas.

Tailoring Design Development and Ideation in Catering To Industry Demands

2017 ◽  
Vol 14 (1) ◽  
pp. 67
Author(s):  
Fadila Mohd Yusof ◽  
Azmir Mamat Nawi ◽  
Azhari Md Hashim ◽  
Ahmad Fazlan Ahmad Zamri ◽  
Abu Hanifa Ab Hamid ◽  
...  
Keyword(s):  
Teaching And Learning ◽  
Industrial Design ◽  
Protocol Analysis ◽  
Early Stage ◽  
Idea Generation ◽  
Learning Processes ◽  
Design Stage ◽  
Design Development ◽  
Conceptual Design Phase ◽  
Industry Practice

Design development is one of the processes in the teaching and learning of industrial design. This process is important during the early stage of ideas before continuing to the next design stage. This study was conducted to investigate the comparison between  academic  syllabus  and  industry  practices  whether  these  processes  are  highly dependent on the idea generation and interaction related to the designer or to the student itself. The data were gathered through an observation of industry practice during conceptual design phase, teaching and learning process in academic through Video Protocol Analysis (VPA) method and interviews with industry practitioners via structured and unstructured questionnaires. The data were analysed by using NVivo software in order to formulate the results. The findings may possibly contribute to the teaching and learning processes especially in the improvement of industrial design syllabus in order to meet the industry demands. Keywords: design development, industrial design, industry demands

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