Employee-Driven Innovation and Practice-Based Learning in Organizational Cultures

Abstract

How can we understand employees as drivers of innovation and what prevents employees from being realized as an innovative capacity in organizations? The present definition of EDI contains a discrepancy: on the one hand, EDI is claimed to cover purely bottom-up processes, while, on the other hand, empirical examples show that EDI is dependent on a cultural context in which the employees’ everyday creative actions (based on practice-based learning) are recognized as potential resources for innovation in the organization. Due to the lack of a concept of organizational culture in relation to the analysis of employee-driven innovation, we are unable to grasp fully why attempts to be innovative sometimes fail, and, which is even more widespread, why practice-based potential innovation is never realized. In this chapter, we will thus improve our knowledge of why innovation must be recognized as practice-based in the organizational culture. These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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