Table 2 Description of the four clusters... | Emerald Publishing

Table 2

Description of the four clusters

Defining engagement	Workforce engagement framework
The blue cluster defines engagement as the harnessing of organizational members' selves to their work roles, through their physical, cognitive and emotional expression during their performances. It contains five papers dealing with the original conceptualizations of engagement (Kahn, 1990; Schaufeli et al., 2002), its antecedents and outcomes (Harter et al., 2002, May et al., 2004, Saks, 2006).	The yellow cluster indicates the employees' willingness and ability to invest their effort in the success of the organization. It contains two papers aiming at verifying the correlation between high levels of employee engagement and enhanced performances with the mediation of organizational learning environment (Salanova et al., 2005) or creativity (Oldham and Cummings, 1996). Furthermore, the cluster contains another paper verifying the negative correlation between engagement and burnout (Schaufeli and Bakker, 2004) and one dealing with a human resource model to foster employee engagement (Bakker and Demerouti, 2007)
Innovative work behavior	Open innovation
The red cluster includes engagement as an intentional behavior of an individual to introduce and apply new ideas, products and processes to his/her work , unit or organization. This cluster includes innovative work behavior antecedents both under an organizational perspective (Janssen, 2000; Aryee et al., 2012), then under an individual viewpoint (Scott and Bruce, 1994; Shalley et al., 2004; Rich et al., 2010). The cluster also contains a paper dealing with the conception of the process through which high engagement levels bring to innovative work behaviors (Hakanen et al., 2008); finally, there are four papers which focus on measurement, using both engagement and innovative work behaviors (Fornell and Larcker, 1981; Baron and Kenny, 1986; Podsakoff et al., 2003; Hair et al., 2010)	The green cluster broadens the concept of engagement in an opposite way to the rest of the network, addressing issues outside the company. For open innovation, it is intended the use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of change, respectively (Chesbrough, 2003). This cluster includes the seminal paper introducing the concept of open innovation (Chesbrough, 2003), alongside articles dealing more specifically with the importance of engaging customers, consumers or users in innovation processes (Vargo and Lusch, 2014; Von Hippel, 2005; Payne et al., 2008; Prahalad and Ramaswamy, 2004; Brodie et al., 2013; Hollebeek et al., 2014).

Defining engagement	Workforce engagement framework
The blue cluster defines engagement as the harnessing of organizational members' selves to their work roles, through their physical, cognitive and emotional expression during their performances. It contains five papers dealing with the original conceptualizations of engagement (Kahn, 1990; Schaufeli et al., 2002), its antecedents and outcomes (Harter et al., 2002, May et al., 2004, Saks, 2006).	The yellow cluster indicates the employees' willingness and ability to invest their effort in the success of the organization. It contains two papers aiming at verifying the correlation between high levels of employee engagement and enhanced performances with the mediation of organizational learning environment (Salanova et al., 2005) or creativity (Oldham and Cummings, 1996). Furthermore, the cluster contains another paper verifying the negative correlation between engagement and burnout (Schaufeli and Bakker, 2004) and one dealing with a human resource model to foster employee engagement (Bakker and Demerouti, 2007)
Innovative work behavior	Open innovation
The red cluster includes engagement as an intentional behavior of an individual to introduce and apply new ideas, products and processes to his/her work , unit or organization. This cluster includes innovative work behavior antecedents both under an organizational perspective (Janssen, 2000; Aryee et al., 2012), then under an individual viewpoint (Scott and Bruce, 1994; Shalley et al., 2004; Rich et al., 2010). The cluster also contains a paper dealing with the conception of the process through which high engagement levels bring to innovative work behaviors (Hakanen et al., 2008); finally, there are four papers which focus on measurement, using both engagement and innovative work behaviors (Fornell and Larcker, 1981; Baron and Kenny, 1986; Podsakoff et al., 2003; Hair et al., 2010)	The green cluster broadens the concept of engagement in an opposite way to the rest of the network, addressing issues outside the company. For open innovation, it is intended the use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of change, respectively (Chesbrough, 2003). This cluster includes the seminal paper introducing the concept of open innovation (Chesbrough, 2003), alongside articles dealing more specifically with the importance of engaging customers, consumers or users in innovation processes (Vargo and Lusch, 2014; Von Hippel, 2005; Payne et al., 2008; Prahalad and Ramaswamy, 2004; Brodie et al., 2013; Hollebeek et al., 2014).