CONTEXTUAL DRIVERS OF WORKPLACE INNOVATION PRACTICES AND ORGANIZATIONAL PERFORMANCE: RESPONDING TO ORGANIZATIONAL EXISTING AND EMERGING CHALLENGES
DOI:
https://doi.org/10.47672/ejh.292Keywords:
Continuous improvement, organizational capability, organizational performance, top management commitment, workplace innovationAbstract
Purpose: The study sought to determine the contextual drivers of workplace innovation practices and organizational performance: responding to organizational existing and emerging challenges
Methodology: This paper identifies areas in which improvements to workplace innovation need to be made, from both operation management and production management in both theoretical and practical standpoint, and discusses recent findings by researchers to make such improvements. It therefore uses desk top study research design.
Results: It is argued that the reinvention of old ways of doing business will involve the consideration of workplace innovation practices that have a wider set of increased participation, more job autonomy, decentralization of responsibility, higher levels of both internal and external control capacity, together with more opportunities for continuous improvement in terms of learning whereby organizational and individual are able to assimilate and connect well with what is happening in terms of new knowledge about their works and expertise; effectiveness, organizational capability, quality and top management commitment
Unique contribution to theory, practice and policy: The study recommends that contextual drives including organization characteristics or organisation model whereby organisations can choose a model that is directed at better organizational performance (an economic target), better quality of work (a social target) or a combination of both.
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