Doktorarbeit: Archetype Participants of Organizational Innovation Communities

Archetype Participants of Organizational Innovation Communities

- in englischer Sprache -

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Schriftenreihe innovative betriebswirtschaftliche Forschung und Praxis, volume 444

Hamburg , 348 pages

ISBN 978-3-8300-8685-7 (print) |ISBN 978-3-339-08685-3 (eBook)

About this book englishenglish

In response to economic pressure for innovations, an ever-growing number of organizations0 have begun to use organizational innovation communities as a means to utilize the innovative potential of their employees. Given its voluntary nature, the creation and management of such communities relies on mobilization, persuasion and appreciation of the participants by satisfying their needs and expectations. However, all too often, organizations design and implement innovation communities as socio-technical systems without considering the people using it. Sometimes this approach turns out well, but often these communities simply fall into disuse. Whether an organizational innovation community succeeds or not depends on the people. When expectations stay unsatisfied and participants feel unappreciated, innovation communities can easily turn into settings for conflicts and negative reactions leading to frustrated community participants and active resistance. Participants differ in terms of individual attributes (e.g., the motivation to participate). Hence, the author of this dissertation follows the idea from marketing research that a “Henry Ford Model-T one-size-fits-all” approach bears the risk of satisfying no one. A key challenge for both research and practice, though, is to create an organizational innovation community as a socio-technical system based on the people side and tailored towards different participants.

To address this challenge, the author follows a consecutive research process and conducts a systematic literature review, a quantitative online survey among more than 560 community participants, as well as a qualitative interview study in three companies. She develops and describes four archetype groups of participants: (1) “people people”, (2) “career people”, (3) “excitement people”, and (4) “balanced people”. Finally, the author discusses the overall findings from both the research and management perspective, and derives implications for the creation of an organizational innovation community based on the people side and tailored towards the participants.

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