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Capitalizing on Creativity at Work

Capitalizing on Creativity at Work

Fostering the Implementation of Creative Ideas in Organizations

Edited by Miha Škerlavaj, Matej Černe, Anders Dysvik and Arne Carlsen

How does one implement highly creative ideas in the workplace? Though creativity fuels modern businesses and organizations, imaginative ideas are less likely to be implemented than moderate ones. The crux of this issue is explored as contributors present and analyze remedies for capitalizing on highly creative ideas.

Chapter 15: Proactive employee behaviors and idea implementation: three automotive industry cases

Janez Hudovernik, Miha Škerlavaj and Matej Černe

Subjects: business and management, knowledge management, organisational innovation, organisational behaviour, innovation and technology, knowledge management


The purpose of this study is to examine innovation processes (specifically focusing on idea implementation) in three companies based in Slovenia that are operating within the automotive industry. This chapter thus focuses on identifying predictors of innovation performance beyond position of company, level of autonomy and ownership types, and even individual-level innovation predictors that stem from employee personal characteristics. Specifically, we took an evidence-based grounded theory–building approach (Eisenhardt, 1989) on the foundations of multiple case studies (Yin, 2009) to contribute to the literature on the drivers of employee proactive behavior as an antecedent of innovation performance. The extant literature on proactive behavior across different research domains (cf. Crant, 2000) focuses in depth on its predictors at the individual level, such as personality characteristics, job design, and employee motivation (Parker et al., 2006). Within this chapter we take a broader approach and attempt to identify additional antecedents of proactive behavior (beyond the individual level) and its role in idea implementation. We suggest a guiding framework on proactive behavior and idea implementation that could be used both for future research on these topics as well as for practice. We selected three companies as our case studies, which share some similarities but also have quite distinctive different positions. The first one is a locally owned company (with employees as majority shareholders) positioned in the global market – Domel d.o.o.

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