Similar structures, different interpretations: perceived possibilities for employee-driven innovation in two teams within an industrial organisation

Abstract

Our study discusses how two teams within a similar structural setting perceive their ability to engage in employee-driven innovation in a highly differing manner. We show how the way in which the team members perceived their role and relevance in the organisation influenced whether they experienced the organisational structures as rigid and unnegotiable or flexible and permitting of proactive innovation efforts. Drawing on literature on employee-driven innovation and idea championing, we contribute to the discussion of how employees can be supported to grow into idea champions (and hence to perceive opportunities, rather than limitations) in industrial organisations.