Shopfloor innovation: Facilitating the suggestion and implementation of ideas

By Carolyn M. Axtell, David Holman, Kerrie L. Unsworth, Toby D. Wall, Patrick E. Waterson, E. Harrington. 2000

1,160 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Mechanical Engineering, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ea5861bad102e498e6d4eda23b32efe33885630a

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In Experimental and Cognitive Psychology

In Mechanical Engineering

In Organizational Behavior and Human Resource Management

Citations in the corpus

The bright and dark sides of individual and group innovation:a special issue introduction (2004, background): “Previous research indeed suggested that an effective implementation of innovative ideas generated by innovative employees depends on a supportive supervisory style (Axtell et al., 2000).”
No Idea? Evaluating the Effectiveness of Creativity Training. (2005, background): “More specifically, managerial support for innovation is also potentially influential, with studies indicating employees with more encouraging managers are more likely to have their ideas implemented (Axtell et al., 2000; Oldham and Cummings, 1996).”
The Effects of Performance Monitoring on Emotional Labor and Well-Being in Call Centers (2002, methodology): “Supervisor support was based on a measure used by Axtell et al. (2000) and consisted of six items relating to the quality of supervisory style (e.”
Daily within-person effects of job autonomy and work engagement on innovative behaviour: The cross-level moderating role of creative self-efficacy (2017, background): “In other words, the execution of new and useful ideas in one’s work environment inherently requires the situational latitude for breaking out of routines (Axtell et al., 2000; De Spiegelaere et al., 2014; Krause, 2004).”
Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour (2015, background): “…to several innovation-related activities as previous work has demonstrated positive associations between autonomy at work and idea suggestion efforts (Axtell et al., 2000; Krause, 2004), voice behaviours (Fuller, Marler, & Hester, 2006) and idea implementation activities (Frese et al., 1999).”
Joint Impact of Interdependence and Group Diversity on Innovation (2003, background): “In contrast to many findings in the group diversity literature (e.g.,Bantel & Jackson, 1989; Drach-Zahavy & Somech, 2001; Hambrick et al., 1996), our results did not indicate a direct relationship between group diversity and innovative behavior.”
Modeling the antecedents of proactive behavior at work. (2006, background): “(Axtell et al., 2000; Griffin et al., in press; Morrison & Phelps, 1999; Speier & Frese, 1997) and reinforces the importance of building employees’ perceptions of their own capability.”
Context matters: combined influence of participation and intellectual stimulation on the promotion-focus/employee creativity relationship (2012, background): “In particular, we shed light on why participation—encouraging initiatives often implemented as a tool for enhancing employee performance (Axtell et al., 2000)—does not always deliver the expected results.”
The interaction between values and organizational identification in predicting suggestion‐making at work (2008, background): “Axtell et al. (2000) examined various predictors of innovation among shop floor employees. They found that individual-level factors and job characteristics (e.g., self-efficacy and production ownership) were more strongly related to suggestion-making compared with organizational level factors (e.g.,”
Creativity and Control: A Paradox. Evidence from the Levers of Control Framework (2017, result): “Previous studies have found a strong correlation (r ¼ 0.62) among self-reported measures of creative behavior and superior ratings (Axtell et al. 2000), suggesting that self-reports are a reliable source of information.”