Leading the innovation process over time for employee well-being

Juwe, Sylvester (2019) Leading the innovation process over time for employee well-being. Doctoral thesis, University of East Anglia.

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Abstract

Background. The organisational benefits associated with innovation, defined as idea generation and implementation, are widely accepted. A problem in the research literature is the isolated understanding of competing views on the nature of the innovation process. Such competing conceptualisations make it more challenging to understand the influence of innovation on well-being – another valued construct. In response, drawing on the paradox and motivational research fields using three related accounts, this project’s objective is to realign contrasting views of the innovation process and clarify how innovation and well-being are related.

Methodology. The three inter-linked studies drew on overlapping observations from collected data. This research adopted a 12-week intensive longitudinal design, with at least weekly data entry from more than 300 participants.

Results. Results suggest that the relationship between idea generation and implementation was reciprocal. Also, intrinsic motivation seemed to partially explain the effect that idea implementation had on idea generation. In addition, it was found that the relationship between innovation and well-being is moderated by servant leadership. Furthermore, the innovation synergy fully mediated the relationship between servant leadership and well-being changes.

Contributions. This dissertation has several theoretical implications. First, it clarifies that the innovation process is recursive. Second, findings advance intrinsic motivation as the central psychological mechanism anchoring the interplay of idea generation and implementation. Third, results motivate a resolution for theoretical misalignment between health impairment process and motivational theories in the association of innovation and well-being. Finally, the innovation process was presented as a crucial mechanism that explains the association of servant leadership with employee well-being.

Item Type: Thesis (Doctoral)
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Depositing User: Users 11011 not found.
Date Deposited: 18 Oct 2019 08:29
Last Modified: 18 Oct 2019 08:33
URI: https://ueaeprints.uea.ac.uk/id/eprint/72684
DOI:

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