The inclusive organisation: Management practices of employee-driven innovation (EDI)

Izabelle Bäckström, Wafa Said Mosleh

Research output: Contribution to journalArticlepeer-review

Abstract

The purpose of this study is to explore the inclusive involvement of non-R&D and non-managerial employees’ in processes of innovation. It answers a contemporary call for research to investigate a wider scope of organisations in the quest for understanding the interaction between employees and managers in employee-driven innovation (EDI). Based on a qualitative research study of two global corporations, this paper poses the following research question: How does the EDI approach manifest as a new management practice and thereby influence the interaction between employees and managers? By applying a critical discourse analysis, findings reveal that the production, distribution, and consumption of the EDI discourse are pervaded by a dynamic tension in the power relation between the top-level management and employees. While management enforces the impression that the EDI process is inclusive and engaging, employees remain critical to the contrasting way it is communicated.

Original languageEnglish
Article number2150068
JournalInternational Journal of Innovation Management
Volume25
Issue number6
Early online date2021
DOIs
Publication statusPublished - 2021

Subject classification (UKÄ)

  • Economics and Business

Keywords

  • Critical discourse analysis (CDA)
  • Employee-driven innovation (EDI)
  • Inclusive innovation
  • Inclusive organisation
  • Innovation management
  • Non-R&D innovation

Fingerprint

Dive into the research topics of 'The inclusive organisation: Management practices of employee-driven innovation (EDI)'. Together they form a unique fingerprint.

Cite this