Handbook of Organizational and Managerial Innovation
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Handbook of Organizational and Managerial Innovation

Edited by Tyrone S. Pitsis, Ace Simpson and Erlend Dehlin

The Handbook of Organizational and Managerial Innovation places humans, their acts, practices, processes and fantasies at the core of innovation. Bringing together some of the world’s leading thinkers, academics and professionals, both established and emerging, this multidisciplinary book provides a comprehensive picture of the vibrant and engaging field of organizational and managerial innovation.
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Chapter 7: Employee innovation

Fiona Patterson, Máire Kerrin and Lara Zibarras


There is broad agreement in the research literature that an individual’s ability to innovate at work is influenced by a multitude of factors, which can be classified into four levels of analysis: the individual, group, managerial and organizational level. However, research over the past few decades has generally lacked integration. Different academic disciplines, such as management, business, economics and organizational psychology have explored the concept of innovation from different vantage points and often regularly ignore findings arising from other disciplines. As psychologists, our primary approach to the study of innovation has been to start with an analysis at the individual (or employee) level, as we view this as the foundation for investigating managers, work groups and organizational-level innovation. In this chapter, we focus on the individual level of analysis – employee innovation as other contributors focus on work groups, managers, leadership and the organizational-level analysis of innovation. Our intention in this review is to analyze how best to understand the role of the individual, by exploring linkages between innovation and cognition, intellect, personality, emotions and mood states amongst other variables.

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