Social Innovation at Work: Workplace Innovation as a Social Process

What happens in the workplace has enormous social as well as economic implications. Workplace innovation is the process through which “win-win” approaches to work organisation are formulated – good for the sustainable competitiveness of the enterprise and good for the well-being of employees. Workplace innovation is also an inherently social process involving knowledge sharing and dialogue between stakeholders.

[1]  John Paul MacDuffie,et al.  Employee voice and organizational performance: Team versus representative influence , 2010 .

[2]  P. Edwards,et al.  Industrial relations : theory and practice in Britain , 1995 .

[3]  M. Stuart,et al.  Assessing partnership: the prospects for, and challenges of, modernisation , 2002 .

[4]  D. Guest.  HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] , 1987 .

[5]  A. Wilkinson,et al.  Changing Patterns of Employee Voice: Case Studies from the UK and Republic of Ireland , 2004 .

[6]  P. Teague,et al.  What is Enterprise Partnership? , 2005 .

[7]  Thomas A. Kochan,et al.  What works at work : overview and assessment , 1996 .

[8]  David Metcalf,et al.  Participation, contingent pay, representation and workplace performance: evidence from Great Britain , 1995 .

[9]  R. Kark,et al.  Alive and creating: The mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement. , 2009 .

[10]  R. Peccei,et al.  Partnership at Work: Mutuality and the Balance of Advantage , 2001 .

[11]  Mark A. Huselid,et al.  Technical and Strategic Human Resource Management Effectiveness as Determinants of Firm Performance , 1997 .

[12]  The Foundation of ‘Partnership’? Union Effects on Employee Trust in Management , 2001, National Institute Economic Review.

[13]  Martin Upchurch,et al.  Workplace Partnership and Employee Voice in the UK: Comparative Case Studies of Union Strategy and Worker Experience , 2005 .

[14]  J. Bessant,et al.  Innovation Management Measurement: A Review , 2006 .

[15]  Sarah Oxenbridge,et al.  Achieving a New Equilibrium? The Stability of Cooperative Employer-Union Relationships , 2004 .

[16]  John Storey,et al.  New Employee Relations Strategies in Britain:Towards Individualism or Partnership? , 2000 .

[17]  Juani Swart,et al.  Understanding the people and performance link: Unlocking the black box , 2003 .

[18]  Eileen Appelbaum,et al.  Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits? , 1995 .

[19]  Augustine A. Lado,et al.  Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective , 1994 .

[20]  Adrian John Wilkinson,et al.  Partnership and Voice, with or without trade unions: Changing UK management approaches to organisational participation , 2005 .

[21]  S. Kirby,et al.  High-Involvement Management Practices, Trade Union Representation and Workplace Performance in Britain , 2005 .

[22]  Mark A. Huselid.  The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .

[23]  Volker Telljohann.  Employee-driven innovation in the context of Italian industrial relations: the case of a public hospital , 2010 .

[24]  Mark Stuart,et al.  Partnership and Modernisation in Employment Relations , 2005 .

[25]  P. Boxall,et al.  Strategy and Human Resource Management , 2002 .