Table 1. A tentative framework for... | Emerald Publishing

Table 1.

A tentative framework for innovative working

Steps of inquiry	Obstacles	Knowledge sources
Explorative phase
1. How do we work today?	Everyday learning helps us to quickly establish certain habits and behaviours; these become institutionalized knowledge and make us take cognitive shortcuts that affect our judgments, which can result in us making less well-founded decisions. Lack of innovative culture Risk-minimizing services Implicit learning processes	Anderson et al., 2014; Argote and Miron-Spektor, 2011; Avby, 2015; Brown and Osborne, 2005 Chen,2014; Crossan et al., 1999; Dewey, 1910; Gibson and Birkinshaw, 2004; Havermans et al., 2015; Palm, 2020; Rosing et al., 2011; Spender, 1996
2. Why do we work as we do?	Stimulating creativity and innovative working poses a number of risks to employees, such as exposing them to criticism for questioning existing work methods or assumptions. Tacit working processes Lack of courage to visualize working processes Leaders lack understanding of responsibility for organizing learning	Eraut, 2000a, 2000b; Farjoun and Fiss, 2022; Nonaka, 1991; Nonaka and von Krogh, 2009
3. How can we work instead?	Practice-based (tacit) knowledge is context-specific, readily available and applicable; knowledge from outside the practice setting, such as research or best practice, can be abstract, difficult to access and often not applicable without prior adjustments. Conflicting views on knowledge Limited boundary-crossing activities Lack of motivators (internal/external) Lack of strategies that identify and promote individual and team innovativeness	Amabile, 1993; Amabile et al., 1996; Anderson et al., 2014; Batt-Rawden et al., 2019; Cohen and Levinthal, 1990; Crossan et al., 1999; Dewey, 1910; Kjellström et al., 2017; Mumford, 2000; Patterson et al., 2009; Schön, 1983; Shipton et al., 2005; Uhl-Bien and Arena, 2018
Exploitative phase
4. Propose a new way of working	Without a realistic action plan, change efforts tend to stagnate. An undeveloped plan is difficult to correctly execute and learn from. Lack of vision Undeveloped plan Insufficient background exploration	Deming, 1994; Crossan et al., 1999; Langley et al., 2009; O’Reilly and Tushman, 2008; Taylor et al., 2014
5. Try the new way of working	The right conditions for trying a new idea, such as skilful and courageous leadership, have not been given enough thought, and resources have not been allocated. Leadership lacks the necessary dynamic capabilities Inadequate management and support to follow through Insufficient resources and competence Lack of motivators (intrinsic/external) Non-functioning team communication	Amabile, 1993; Avby et al., 2019; Brown and Osborne, 2005; Eraut, 2000b; Deming, 1994; Dewey, 1910: Greenhalgh et al., 2004; Kjellström et al., 2017; Mumford, 2000; Rosing et al., 2011; Shipton et al., 2005
6. Follow up the new way of working	Change efforts may be abandoned prematurely before it is possible to measure actual effects during the process. Lack of relevant performance measurements to enable systematic learning Lack of leader engagement and feedback	Argote and Miron-Spektor, 2011; Avby and Kjellström, 2019; Cole, 2002; Dewey, 1910; Hughes et al., 2018; Martin et al., 2018; Moen and Norman, 2009
7. Decide on how to continue working	Change efforts tend to fall at the finishing line, and the learning is difficult to consolidate into the organization’s systems, structures and routines if there has been the little interplay between the venture and everyday work. The gap between the new way of working and existing work processes Inability to define an end to the process	Crossan et al., 1999; Deming, 1994; Ellström, 2010; Eraut, 2000b

Steps of inquiry	Obstacles	Knowledge sources
Explorative phase
1. How do we work today?	Everyday learning helps us to quickly establish certain habits and behaviours; these become institutionalized knowledge and make us take cognitive shortcuts that affect our judgments, which can result in us making less well-founded decisions.Lack of innovative cultureRisk-minimizing servicesImplicit learning processes	Anderson et al., 2014; Argote and Miron-Spektor, 2011; Avby, 2015; Brown and Osborne, 2005 Chen,2014; Crossan et al., 1999; Dewey, 1910; Gibson and Birkinshaw, 2004; Havermans et al., 2015; Palm, 2020; Rosing et al., 2011; Spender, 1996
2. Why do we work as we do?	Stimulating creativity and innovative working poses a number of risks to employees, such as exposing them to criticism for questioning existing work methods or assumptions.Tacit working processesLack of courage to visualize working processesLeaders lack understanding of responsibility for organizing learning	Eraut, 2000a, 2000b; Farjoun and Fiss, 2022; Nonaka, 1991; Nonaka and von Krogh, 2009
3. How can we work instead?	Practice-based (tacit) knowledge is context-specific, readily available and applicable; knowledge from outside the practice setting, such as research or best practice, can be abstract, difficult to access and often not applicable without prior adjustments.Conflicting views on knowledgeLimited boundary-crossing activitiesLack of motivators (internal/external)Lack of strategies that identify and promote individual and team innovativeness	Amabile, 1993; Amabile et al., 1996; Anderson et al., 2014; Batt-Rawden et al., 2019; Cohen and Levinthal, 1990; Crossan et al., 1999; Dewey, 1910; Kjellström et al., 2017; Mumford, 2000; Patterson et al., 2009; Schön, 1983; Shipton et al., 2005; Uhl-Bien and Arena, 2018
Exploitative phase
4. Propose a new way of working	Without a realistic action plan, change efforts tend to stagnate. An undeveloped plan is difficult to correctly execute and learn from.Lack of visionUndeveloped planInsufficient background exploration	Deming, 1994; Crossan et al., 1999; Langley et al., 2009; O’Reilly and Tushman, 2008; Taylor et al., 2014
5. Try the new way of working	The right conditions for trying a new idea, such as skilful and courageous leadership, have not been given enough thought, and resources have not been allocated.Leadership lacks the necessary dynamic capabilitiesInadequate management and support to follow throughInsufficient resources and competenceLack of motivators (intrinsic/external)Non-functioning team communication	Amabile, 1993; Avby et al., 2019; Brown and Osborne, 2005; Eraut, 2000b; Deming, 1994; Dewey, 1910: Greenhalgh et al., 2004; Kjellström et al., 2017; Mumford, 2000; Rosing et al., 2011; Shipton et al., 2005
6. Follow up the new way of working	Change efforts may be abandoned prematurely before it is possible to measure actual effects during the process.Lack of relevant performance measurements to enable systematic learningLack of leader engagement and feedback	Argote and Miron-Spektor, 2011; Avby and Kjellström, 2019; Cole, 2002; Dewey, 1910; Hughes et al., 2018; Martin et al., 2018; Moen and Norman, 2009
7. Decide on how to continue working	Change efforts tend to fall at the finishing line, and the learning is difficult to consolidate into the organization’s systems, structures and routines if there has been the little interplay between the venture and everyday work.The gap between the new way of working and existing work processesInability to define an end to the process	Crossan et al., 1999; Deming, 1994; Ellström, 2010; Eraut, 2000b