Table 4 The summary of the internal... | Emerald Publishing

Table 4

The summary of the internal co-innovation cluster

Macrocluster	Microthemes	Brief description
Internal co-innovation perspective	Engagement	This cluster is shared between the two theme clusters and it deals with the definition of different frameworks to engage internal actors in co-innovation projects (Tirabeni and Soderquist, 2019).
	Innovation management (study and management and project)	It defines how internal co-innovation should be managed at the organizational level: a pre-condition to be successful is that the entire workforce comprehending both employees and leaders is aligned (Ramaswamy, 2009); leaders can achieve this workforce alignment (Smith, 1994; Hill et al., 2014; dle Zulueta, 2015; Li et al., 2018; Petrou et al., 2018) setting up the right organizational culture (Smith, 1994; Michaelides, 2011; Petrou et al., 2018; Snyder et al., 2018) through the creation of a sense of purpose, values and rules of engagement within the organization (Hill et al., 2014) along with the application of a compassionate leadership style (dle Zulueta, 2015). The culture resulting from this effort has been found to make internal co-innovation projects successful (De Weerd-Nederhof et al., 2007; Kash et al., 2014; Totterdill and Exton, 2014; Nowak, 2019).
	Employee (work and change)	It deals with the organizational management of internal co-innovation but approaches a deeper level of detail, emphasizing only the figure of the employee. More specifically, the effectiveness of communication between employees and management (Rumbles and Rees,2013; Kash et al., 2014; Butt et al., 2016; Ruck et al., 2017; Stachová et al., 2017; Petrou et al., 2018) and the perceptions of justice on the job place (Fuchs and Edwards, 2012) highly influence the workforce willingness to be engaged into co-innovation processes.

Macrocluster	Microthemes	Brief description
Internal co-innovation perspective	Engagement	This cluster is shared between the two theme clusters and it deals with the definition of different frameworks to engage internal actors in co-innovation projects (Tirabeni and Soderquist, 2019).
	Innovation management (study and management and project)	It defines how internal co-innovation should be managed at the organizational level: a pre-condition to be successful is that the entire workforce comprehending both employees and leaders is aligned (Ramaswamy, 2009); leaders can achieve this workforce alignment (Smith, 1994; Hill et al., 2014; dle Zulueta, 2015; Li et al., 2018; Petrou et al., 2018) setting up the right organizational culture (Smith, 1994; Michaelides, 2011; Petrou et al., 2018; Snyder et al., 2018) through the creation of a sense of purpose, values and rules of engagement within the organization (Hill et al., 2014) along with the application of a compassionate leadership style (dle Zulueta, 2015). The culture resulting from this effort has been found to make internal co-innovation projects successful (De Weerd-Nederhof et al., 2007; Kash et al., 2014; Totterdill and Exton, 2014; Nowak, 2019).
	Employee (work and change)	It deals with the organizational management of internal co-innovation but approaches a deeper level of detail, emphasizing only the figure of the employee. More specifically, the effectiveness of communication between employees and management (Rumbles and Rees,2013; Kash et al., 2014; Butt et al., 2016; Ruck et al., 2017; Stachová et al., 2017; Petrou et al., 2018) and the perceptions of justice on the job place (Fuchs and Edwards, 2012) highly influence the workforce willingness to be engaged into co-innovation processes.