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Integrative Model of Managing Learning for Innovation

Explore an empirical model of employee-driven innovation in firms, examining innovative performance & strategies for managing learning relations.

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Integrative Model of Managing Learning for Innovation

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  1. Managing Human Resource Learning for Innovation an empirical founded model of employee driven innovation in firms Peter Nielsen Aalborg University

  2. Increasing learning challenges confronting Human Resource Management • Globalization and political priorities • Technological developments • Dynamic and innovative capabilities • HRM adapting learning and knowledge management • Building an empirical founded model

  3. Dependent variable: Innovative performance Has the firm introduced new products/services during (period), when excluding minor improvements of existing products? How is the economic return on the firm’s innovation efforts during (period) evaluated?

  4. Innovative performance • Summing up the firm score on: • Product or service innovation in the period • Management evaluating large or some economic return • Composite indexes of innovative performance • Almost two third of the firms scoring innovation + economic return in 2007 – 2009 also score innovation + economic return in 2003 – 2005: What characterizes these firms?

  5. Innovation strategies • Two forms of knowledge are important for innovations: • Scientific and professional agreed methods producing formalized and codified knowledge (STI) • Experimenting with work related ideas and handling of complex problem solving in network collaboration (DUI) • STI – Science-Technology-Innovation: • Research and development (R&D), codified and documented knowledge development (ICT), by means of scientific methods and highly skilled employees • DUI – Doing-Using-Interacting: • Relational learning in organizations, consious experience based and problem oriented use of competence development and network relations to customers and suppliers • Combining STI + DUI double the chances of product or service innovation

  6. Building learning relations • Cross disciplinary work groups • Integration of functions • Delegation of responsibility • Autonomous work groups • Quality circles/groups • Systems for collecting employee proposals • Education sequences tailored to firm’s needs • Long-term educational planning • Cooperation with Danish costumers (on product/service development)* • Cooperation with foreign costumers (on product/service development)* • Cooperation with Danish subcontractors (on product/service development)* • Cooperation with foreign subcontractors (on product/service development)* • Cooperation with universities, knowledge institutions etc. (on product/service development)* * The 2005 measurement of cooperation was not specified on product/service development which is indicated by the brackets

  7. Learning relations (LO) 2005 and2009Index dimensions are weighted by share of employees included or after importance of the principle, according to management of the firm

  8. Learning relations (LO) and development of competences Decisive or high importance of relational learning for continuous development of employee’s competence in firms with high level of organizational learning 2005 and 2009 More than 50% of employees in vocational groups participated in formal training and qualification in 2003-2005 and 2007 - 2009 with high level of organizational learning 2005 and 2009

  9. Learning relations (LO) and innovative performance in 2005 og 2009 Logistic regression on innovation performance of learning organization (LO) level 2005 and 2009, firm sector and size. (baseline: Low developed LO; Other services; 1 – 49 employees) * Significant at 0.00 level ** Model 1 includes organizational principles, educational planning and external cooperation *** Model 2 excludes the external cooperation relations

  10. Employee participation At which phase in the change process are the employee representative or/and the employees concerned involved? (percent shares) Have the following factors furthered or hampered the organizational development of the firm? Have the following factors furthered or hampered the organizational development of the firm?

  11. Managing the challengesHorizontal and vertical challenges Learning Relations Employee Participation Innovation Strategy Innovation Performance Employment Relations Integrative model of managing learning for innovation

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