3 research outputs found

    The prescriptive quality of 11 design principles for knowledge productivity

    Get PDF
    This study explores the learning processes that contribute to knowledge productivity: gradual improvement and radical innovation of an organisation’s operating procedures, products, and services, based on the development and application of new knowledge. The research is based on the assumption that innovation is the result of a series of powerful social learning processes. Previous research revealed a set of eleven design principles that reflect factors that really matter in an innovation process. The study at hand presents how these design principles facilitate the design of an innovation practice. Review workshops and design workshops were used to answer the main research question: How do the design principles facilitate the design of an innovation practice? The data reveals that the design principles do not work as prescriptive rules that in a specific combination, applied to a predefined situation, will result in certain effects. Every design principle offers a new perspective on the innovation practice. This new perspective helps to get new ideas for interventions in the innovation practice. After the design of these interventions it is mainly the facilitator who has an important role in making it a success. If he sees opportunities and is capable, then he can use the interventions to create breakthroughs in the innovation practice

    Knowledge work in successful supermarkets: Shop assistants as innovators

    Get PDF
    Managers constantly seek for innovative ideas to improve their organisations. Their staff, sometimes supported by external consultants should then develop these ideas further and implement the results in the organisation. This does not always work out the way intended. In this paper we examined this process of change in the case of a supermarket chain in the Netherlands. The aim was to learn from successful supermarkets how the employees in these shops contribute to the change of their work environment. We also looked for interventions that stimulate the knowledge worker’s contribution to this process. Our research in 17 supermarkets revealed that it is necessary to allow for diversity; that ownership and entrepreneurship contribute more to change than discipline and obedience; and that the specific role and capability of the manager seems to be crucial. Staff needs to develop competencies that match their own ability and interests in order to successfully innovate in the supermarket. In order to become innovative shop employees should be granted the authority to engage in knowledge work. In the supermarkets that we visited during the research, we found various interventions that could support the development of ownership and entrepreneurship of the supermarket staff
    corecore