Stages of workplace innovation: Personal and situational influences

Ben Searle*

*Corresponding author for this work

    Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review

    Abstract

    Many studies have been conducted to examine how aspects of personality (and other individual differences) influence not just creativity but also its workplace application, innovation. Other studies have investigated the characteristics of a situation-the working environment-that might enhance or restrict innovation. Few studies, however, have looked at both to examine the relative and interactive roles of individual and situational variables in determining individual innovation. Fewer still have dealt with the dynamics of the innovation process. Since motivations, obstacles and priorities vary over an innovation cycle, a factor that promotes one stage of innovation may not be of benefit during other stages. A survey study of 260 employees demonstrated that while both individual factors (relating to proactive behaviour) and situational factors (characteristics of jobs and organisations) were important, they played different roles at different stages of the innovation process. Individual differences in proactivity were important throughout the innovation process, but seemed to be particularly important during early stages. Situational factors were important both early and late in the innovation process. There were also interactions between individual and situational factors, such that higher levels of job autonomy boosted innovation much more among more proactive employees.

    Original languageEnglish
    Title of host publicationPersonality down under
    Subtitle of host publicationPerspectives from Australia
    EditorsSimon Boag
    Place of PublicationNew York
    PublisherNova Science Publishers
    Pages93-102
    Number of pages10
    ISBN (Print)9781604567946
    Publication statusPublished - 2008

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