Whose responsibility is it anyway? Competing narratives of suggestion system change

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Whose responsibility is it anyway? Competing narratives of suggestion system change. / Vanharanta, Outi.

In: Creativity and Innovation Management, Vol. 27, No. 3, 01.09.2018, p. 244-254.

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@article{86d4bf110277471b89663d47ce7fb021,
title = "Whose responsibility is it anyway? Competing narratives of suggestion system change",
abstract = "This study explores employee narratives concerning change in a company suggestion program. The purpose of the change was to increase suggestion activity in the organization by introducing a new IT platform and altering the distribution of responsibilities in the suggestion process. This study explored how the change in the suggestion process was constructed by responsible managers, suggestion evaluators as well as the suggestion makers themselves. The narratives of the different employee groups differed in the ways in which the employee groups were positioned with respect to the suggestion process, as well as the assumptions concerning the motivational drivers underlying suggestion activity. The study is based on 22 interviews in a company operating in the field of oil refinement. By studying change in a company suggestion program, the paper contributes to the innovation management literature by illustrating the plurality of ways in which the social reality concerning suggestion practice may be constructed, and thus provides a novel perspective to understanding why engaging people in such activity can be challenging.",
author = "Outi Vanharanta",
year = "2018",
month = "9",
day = "1",
doi = "10.1111/caim.12286",
language = "English",
volume = "27",
pages = "244--254",
journal = "Creativity and Innovation Management",
issn = "0963-1690",
publisher = "John Wiley and Sons Ltd",
number = "3",

}

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TY - JOUR

T1 - Whose responsibility is it anyway? Competing narratives of suggestion system change

AU - Vanharanta, Outi

PY - 2018/9/1

Y1 - 2018/9/1

N2 - This study explores employee narratives concerning change in a company suggestion program. The purpose of the change was to increase suggestion activity in the organization by introducing a new IT platform and altering the distribution of responsibilities in the suggestion process. This study explored how the change in the suggestion process was constructed by responsible managers, suggestion evaluators as well as the suggestion makers themselves. The narratives of the different employee groups differed in the ways in which the employee groups were positioned with respect to the suggestion process, as well as the assumptions concerning the motivational drivers underlying suggestion activity. The study is based on 22 interviews in a company operating in the field of oil refinement. By studying change in a company suggestion program, the paper contributes to the innovation management literature by illustrating the plurality of ways in which the social reality concerning suggestion practice may be constructed, and thus provides a novel perspective to understanding why engaging people in such activity can be challenging.

AB - This study explores employee narratives concerning change in a company suggestion program. The purpose of the change was to increase suggestion activity in the organization by introducing a new IT platform and altering the distribution of responsibilities in the suggestion process. This study explored how the change in the suggestion process was constructed by responsible managers, suggestion evaluators as well as the suggestion makers themselves. The narratives of the different employee groups differed in the ways in which the employee groups were positioned with respect to the suggestion process, as well as the assumptions concerning the motivational drivers underlying suggestion activity. The study is based on 22 interviews in a company operating in the field of oil refinement. By studying change in a company suggestion program, the paper contributes to the innovation management literature by illustrating the plurality of ways in which the social reality concerning suggestion practice may be constructed, and thus provides a novel perspective to understanding why engaging people in such activity can be challenging.

UR - http://www.scopus.com/inward/record.url?scp=85052514050&partnerID=8YFLogxK

U2 - 10.1111/caim.12286

DO - 10.1111/caim.12286

M3 - Article

VL - 27

SP - 244

EP - 254

JO - Creativity and Innovation Management

JF - Creativity and Innovation Management

SN - 0963-1690

IS - 3

ER -

ID: 27820709