Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 32-51 |
| Number of pages | 20 |
| Journal | International journal of strategic chance management |
| Volume | 4 |
| Issue number | 1 |
| Publication status | Published - 2013 |
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Keywords
- METIS-294194
- IR-88999
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Shop assistants as instigators of innovation: analysis of 26 innovation initiatives in 17 Dutch supermarkets. / de Jong, Tjip; Verdonschot, S.G.M.; Kessels, Joseph.
In: International journal of strategic chance management, Vol. 4, No. 1, 2013, p. 32-51.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - Shop assistants as instigators of innovation: analysis of 26 innovation initiatives in 17 Dutch supermarkets
AU - de Jong, Tjip
AU - Verdonschot, S.G.M.
AU - Kessels, Joseph
PY - 2013
Y1 - 2013
N2 - Many organisations work on innovation and change processes in order to be successful in the knowledge economy. There can be recognised various assumptions underlying these change efforts. These assumptions appear not always to be effective. In this paper, we study these assumptions and propose alternative assumptions to change and innovation. We conclude that in successful supermarkets shop assistants adopt innovative and entrepreneurial behaviour that leads to a variety of sustainable improvements in their work environment; in the innovation initiatives we saw that uniform working procedures that are designed by the headquarters do not contribute to innovation. In some cases it even hindered the innovation initiatives; innovative behaviour requires personalised learning processes fuelled by intriguing questions, the felt need for urgency to improve, and active experimenting with developing a new practice. Sharing innovative initiatives across other supermarkets is not self-evident.
AB - Many organisations work on innovation and change processes in order to be successful in the knowledge economy. There can be recognised various assumptions underlying these change efforts. These assumptions appear not always to be effective. In this paper, we study these assumptions and propose alternative assumptions to change and innovation. We conclude that in successful supermarkets shop assistants adopt innovative and entrepreneurial behaviour that leads to a variety of sustainable improvements in their work environment; in the innovation initiatives we saw that uniform working procedures that are designed by the headquarters do not contribute to innovation. In some cases it even hindered the innovation initiatives; innovative behaviour requires personalised learning processes fuelled by intriguing questions, the felt need for urgency to improve, and active experimenting with developing a new practice. Sharing innovative initiatives across other supermarkets is not self-evident.
KW - METIS-294194
KW - IR-88999
M3 - Article
VL - 4
SP - 32
EP - 51
JO - International journal of strategic chance management
JF - International journal of strategic chance management
SN - 1740-2859
IS - 1
ER -