Encouraging Innovative Behaviour in White-collar Work : Idea Management Beneath the Surface

Abstract

Academics and management practitioners agree that a capacity to innovate and to accommodate to change is the key for successful performance in today’s complex and turbulent environment. At the individual level, such desired innovativeness is demonstrated by employees who — without any obligation — generate, promote or implement development ideas. This study strives to uncover the drivers and barriers of innovative behaviour (Janssen 2000) in white-collar work, where it is often informal and embedded in daily work and hence, difficult to acknowledge and to enhance.

The study was designed to examine white-collar employees’ innovative behaviour through their personal experiences and perceptions. The qualitative data included field observations, informal discussions, background interviews, 16 in-depth interviews and several company documents. This triangulation of multiple sources was applied in order to gain diverse perspectives and to improve the credibility of the findings. The conclusions and practical recommendations are based on a synthesis of self-determination theory (Ryan & Deci 2008), previous research on human resource management and innovation performance and the real-life experience of white-collar employees.

The results of the study are divided into the kind of abilities, motivation, opportunities and organisational climate that enhance innovative behaviour. Problem solving, leadership and general social skills were considered the most important abilities in idea generation and promotion. On the other hand, these processes can be hampered by lack of knowledge exchange between people, disciplines and locations. Secondly, white-collar innovative behaviour tends to be driven by autonomous motivation, while extrinsic motivators, such as monetary incentives or pressure, are relatively ineffective in encouraging innovativeness. If employees’ basic needs for autonomy, competence and relatedness are satisfied with feedback, recognition and supervisor support, they are likely to relish challenges and learning opportunities, which leads into more and better ideas. In addition to supervisor support, opportunities for innovative behaviour are created by job design that increases influence, choice and task variety. What’s more, an organisational climate that supports innovative behaviour is characterised by openness, trust and constructive debate. As a consequence, employees find it easier to express unrefined ideas and to present and to receive constructive criticism about them.