Workshop for xxxi ispim innovation conference, ‘innovating in times of crisis’, 7-10 June 2020, virtual event. https://www.ispim-virtual.com/ Peter Oeij, Paul Preenen, Ryosuke Ichikari, Adela McMurray, Seri no, Kyetaik oh, Sharon Parker, Kentaro Watanabe & Steven Dhondt

1. CONNECTING STREAMS OF WORKPLACE INNOVATION (WPI)
MONDAY JUNE 8, 2020

2. CONNECTING STREAMS OF WORKPLACE INNOVATION (WPI)
PETER OEIJ, PAUL PREENEN, RYOSUKE ICHIKARI, ADELA MCMURRAY, SERI NO, KYETAIK OH, SHARON PARKER,
KENTARO WATANABE & STEVEN DHONDT
WORKSHOP FOR XXXI ISPIM INNOVATION CONFERENCE, ‘INNOVATING IN TIMES OF CRISIS’, 7-10 JUNE 2020,
VIRTUAL EVENT. HTTPS://WWW.ISPIM-VIRTUAL.COM/

3. WORKSHOP PROGRAMME
Send request for this presentation to
peter.oeij@tno.nl
June 8, 2020 10.50 C.E.T.
10.50 Introduction Peter Oeij
11.00-11.10 SMART Work design Sharon Parker (Australia)
11.10-11.20 Workplace innovation in manufacturing Se Ri No (S-Korea)
11.20-11.30 Intelligent machines and workplace
innovation
Kentaro Watanabe (Japan)
Ryosuke Ichikari
11.30-11.40 Measuring Workplace innovation as
psychological construct
Adela McMurray (Australia)
[presented by Peter Oeij]
11.40-11.50 Organisational approach of Workplace
innovation in Europe
Peter Oeij (Netherlands)
Paul Preenen
11.50-12.05 Q&A Moderator Peter Oeij
12.05 closure

4. PURPOSE: BRING TOGETHER ‘STREAMS / APPROACHES’ WITHIN WPI
WHAT ARE COMMONALITIES AND DIFFERENCES AND HOW DOES THAT HELP INNOVATION IN GENERAL?
Australian-UK stream tries to connect individual and organisational approaches with the notion of work design and SMART
work (Prof. Sharon Parker)
Korean stream studies working conditions in manufacturing that are conducive to WPI (Dr. Se Ri No)
Japanese stream investigates the implications for WPI from the cooperation between people and intelligent machines like
robots (Dr. Kentaro Watanabe)
Australian-SE Asian stream has as point of departure an individual behaviour construct to understand WPI and innovative
behaviour (Prof. Adela McMurray)
EU stream sees WPI strongly connected to organisational conditions and modern sociotechnical thinking (Prof. Steven
Dhondt, Prof. Frank Pot, Prof. Geert van Hootegem) and to change management and organisational culture (Prof. Peter
Totterdill).
PETER OEIJ
CONTEXT OF WORKSHOP ON WPI
Common idea: employee engagement is crucial for innovation succes

5. PROF. SHARON PARKER
CENTRE FOR TRANSFORMATIVE WORK DESIGN / FUTURE OF WORK INSTITUTE, CURTIN
UNIVERSITY (AUSTRALIA)
SMART WORK DESIGN AS AN
APPROACH FOR BUILDING
WORKPLACE INNOVATION IN
THE CONTEXT OF
TECHNOLOGICAL CHANGE

6. Prevention
of mental ill
health &
injury
Motivation,
performance &
innovation
Learning &
agility
Digital
technologies ?Work
Design
30% of tasks of 60% of jobs will be automated…
S M A R T
Vast Amount of Evidence

7. Doing a “whole” job
Task variety Involvement in
decision making
STIMULATING MASTERY AGENCY RELATIONAL TOLERABLE
demands
Control over work
methods
Control over work
timing
Performance monitoring
Conflicting role expectations
Work load
Skill use
Task significance
(meaning)
Job feedback
Support from
supervisor & peers
Work hours
Information processing
Job complexity
Role clarity
Social contact
Connection with
end-user
Being part of a team
Emotional pressure
S M A R T
Work Design.
Parker & Knight (in prep). Higher order
analysis of work characteristics.
WORK DESIGN “the content and organizing of tasks, activities, relationships, and responsibilities within a job or role, or set of
jobs/roles” (Parker, 2014
“Work (Job) Characteristics”
@WeTransformWork

8. Example Opportunities
“Dull, dirty, and dangerous
tasks” will be replaced, leaving
more complex work
in the future?
Example Risks
Creation of passive
‘monitoring’ jobs
Online piece work,
“microwork”
“Its boring, so much
time waiting”…
(Uber-eats deliverer)
What is the effect of
digital technologies
on SMART work
design?
Example
For all aspects of SMART work
design, effects can be positive
or negative of digital
technologies depending on
many factors, e.g.,
- Managerial choices
- The technology itself
- Process of change

9. Prevention
of mental ill
health &
injury
Motivation,
performance &
innovation
Learning &
agility
work design
Digital
technologies
Human-
Centred
Design That
ACTIVELY
Considers
Actual Work
Proactive & Participative
Design of SMART work when
implementing technology
(STS)
Boeing, A. A., Jorritsma, K., Griffin, M. A., & Parker, S.
K. (in press). Surfacing the Social Factors Early: A
Sociotechnical Approach to the Design of a Future
Submarine. Australian Journal of Management.
Workplace Innovation Can be Achieved by a
Central Focus on Designing SMART work
@WeTransformWork

10. DR. SE RI NO
DR. KYETAIK OH
KOREA LABOR INSTITUTE (REPUBLIC OF SOUTH KOREA)
WITH DR. HONGGEUN CHANG
WORKPLACE INNOVATION IN
KOREAN MANUFACTURING

11. Actual implementationIdealApproach
Work
organization
Human
resource
development
&
management
Firm
Productivity
Qualityof
WorkingLife
Basedon employeeParticipation
Work
organization
Human
resource
development&
management
Technology
Ex,Manufacturing
innovation
Ex,SmartFactory
Ex,Humanresource
innovation
Qualityof
WorkingLife
Firm
Productivity
Notintegratedintegrated

12. Levelof Koreanworkplaceinnovation
 Workplace Innovation 3.34
 Activities for Improvement 3.28
 Activities for Skill-up 3.31
 Empowerment 3.46
*302 firms, Max 5Point
 Smart Factory 63% factory in Level 1
 Computerization 88.6%
 Automation 10.2%
 Intellectualization 1.1%
*Total programs421(100%) in 302 firms
Improvement
Skill-up
Empowerment
Productivity
Satisfaction
with working conditions
Turnover rate

13. ThemodelofWPI-innovation
Work
organization
Human
resource
development&
management
Technology
WorkplaceInnovation
Participation
Firm
performance
Qualityof
workinglife
Integrated

14. IssuesinKoreanworkplaceinnovation
 Firmlevelnegotiationstructure cf)IndustriallevelnegotiationstructureinEurope
 Nounioninsmallandmediumsizedbusiness
 Uniondislikeworkplaceinnovation
 Substitutionalrelationshipbetweentechnology(ex,SmartFactory)andworkplaceinnovation
 Noagreementonsharingperformancefromworkplaceinnovationbetweencorporatesandemployees
Work
organization
Technology Human
Resource
Workplaceinnovation
Participation Qualityof WorkingLife
FirmProductivity

15. DR. RYOSUKE ICHIKARI
DR. KENTARO WATANABE
DR. TAKESHI TAKENAKA &
DR. TAKASHI OKUMA
HUMAN AUGMENTATION RESEARCH CENTER, NATIONAL INSTITUTE OF ADVANCED
INDUSTRIAL SCIENCE AND TECHNOLOGY, AIST (JAPAN)
CASE STUDIES ON WORKPLACE
INNOVATION BASED ON
OBJECTIVE ANALYSIS OF
INDUSTRIAL SITES WHERE
EMPLOYEES COOPERATE WITH
INTELLIGENT MACHINES

16. Optimum design loop of service
16
Data-driven Service Engineering for Work-space Improvement
Enabling employees to analyze their
service operations by themselves
with visualization of objective data
Example: Computer-supported
quality control circle (CSQCC)
- Discussion based on objective data
- Improving efficiency and work
engagement (WE)

17. Smart-Work in Human-Machine Harmonization
• Smart-work: Improving employee’s WE and efficiency by augmenting
their capability with technologies (AI and Robotics)
Our research for logistics,
restaurant industries, etc.
 Evaluating the effect of
AGV or autonomous
robots for helping
operations
Our research in industrial
fields with academia
 Organizing competition
under industrial scenarios
for evaluating human-
tracking methods with
measured sensor data
Human-Machine harmonization can be
a reasonable solution for smart-work

18. 現場のラボ化：外食サービス接客改善
18
Walking distance[m]
（workload）
1,000
1,500
2,000
2,500
111213141516171819202122
Additional orders
（normalized）
0.0
0.4
0.8
1.2
111213141516171819202122
Ratio of staying
period at the floor
30%
35%
40%
45%
50%
55%
11 13 15 17 19 21
時
Before
After
Challenge
Opportunity loss caused by shorter period of
staying at the floor
Employees’
solutions
1) operation redesign, 2) clarification of roles,
3) mindset
Effect
Increase of staying period at the floor
=> Increase of additional orders (dinner)
Adverse
effect
1) Workload, 2) additional orders (lunch):
not affected
Jan-Feb,
2011
Case studies in restaurant industry
 Workspace improvement with CSQCC  Evaluating the effect of AGVs for food conveyance
 Replacing food conveyance operation by AGVs
for better efficiency and less workload
 Employees can focus on their assigned jobs
(serving, catering) thanks to the AGVs
- Longer time for serving customers:
+30s (each 15 min) at lunch time
- Longer time for catering:
+89s (each 15 min) at lunch time
Employee
AGV

19. Implication for WPI
• CSQCC as an innovation program with the support of data
visualization
… employee engagement and KAIZEN culture for better workplace
• Work redesign for human-machine harmonization
… creating meaningful work for employees and increasing overall
productivity
• These approaches will be effective for WPI toward smart work
Question: how do these approaches work for work environment
in Post-Corona era? (see Q and A later on in the session)

20. PROF. ADELA MCMURRAY
COLLEGE OF BUSINESS AND LAW, RMIT UNIVERSITY (AUSTRALIA)
[PRESENTED BY PETER OEIJ - TNO]
MEASURING WORKPLACE
INNOVATION

21. Innovation Literature
Innovation Categories
• Outcome Innovation - quantifiable easy to define and
measure
• Process Innovation - culture and the value of people
which is challenging to define and measure
Workplace Innovation Definition
• Workplace innovation is a psychological construct that is
contextual and is a process of idea generation created by
individuals, either alone or in a team within the workplace
and is fostered through an innovation climate (McMurray and
Dorai, 2003:2)
8 June 2020 Professor Adela McMurray (RMIT University) 21

22. WORKPLACE INNOVATION SCALE (WIS)
Twenty four items measuring the four dimensions of:
• Organisational Innovation
• Innovation Climate
• Team Innovation
• Individual Innovation
(McMurray and Dorai, 2003)
WIS consistent reliability over 17 years in public and private sectors globally,
with Cronbach Score over α = 0.89.
8 June 2020 Professor Adela McMurray (RMIT University) 22

23. SELECTED EXAMPLES (GLOBAL)
Australian Nonprofit Sector: Leadership directly promotes
workplace innovation and can foster a healthy climate (McMurray et
al, 2013).
Transnational Corporation (Africa, Asia, Australasia, Canada,
South America, USA): The dimensions of knowledge sharing have
a significant effect on the four dimensions of workplace innovation
across 42 countries in a multi-national organisation (Chomley,
2015).
Vietnamese and Thai SMEs: The effect of work value ethic on
workplace innovation becomes significant when design leadership
serves as a mediator (McMurray and Muenjohn, 2017).
USA Workplaces: Employee internal locus of control has a positive
and significant effect on workplace innovation at the levels of team
innovation, organization innovation and innovation climate
(McMurray & Simmers 2019).
8 June 2020 Professor Adela McMurray (RMIT University) 23

24. How can WIS further innovation success?
• The Workplace Innovation Scale captures process innovation. It can be
implemented simultaneously in the one organisation at the four organisational
layers of organisation/climate/team/individual. Thus it provides the capacity to
align it with workplace innovation outcomes.
• The integration of process and outcome innovation is ideal to ensure
organisational success.
• The implications for practice are that practitioners can offer an all-inclusive
view to measuring process and outcome workplace innovation within the one
organisation.
8 June 2020 Professor Adela McMurray (RMIT University) 24

25. DR. PETER OEIJ &
DR. PAUL PREENEN
TNO, DEPARTMENT HEALTHY LIVING (NETHERLANDS)
WITH PROF. STEVEN DHONDT
WORKPLACE INNOVATION AS A
MEANS TO IMPROVE BUSINESS
PERFORMANCE AND JOB
QUALITY BY EMPLOYEE
ENGAGEMENT

26. Source: Oeij, Dhondt, Pot, & Totterdill (2018)

27. Employee engagement
Modern sociotechnics: look how structural conditions affect (enable/disable) employee behaviour
Humanistic perspective on work and technology
Technological choices require socio-organizational embeddedness to be successfully adopted
Workplace innovation is not a goal but a means
Management and leadership are not purely top-down
Definition: Workplace Innovation is an integral set of participative mechanisms for interventions relating structural (e.g.,
organisational design) and cultural aspects (e.g., leadership, coordination and organisational behaviour) of the organisation
and its people with the objective to simultaneously improve the conditions for the performance (i.e., productivity, innovation,
quality) and quality of working life (i.e., wellbeing at work, competence development, employee engagement).
ASSUMPTIONS IN THE APPROACH OF WPI
Source: Oeij & Dhondt, 2017, Theoretical approaches supporting
workplace innovation, in Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017)
Source: Oeij, Preenen, Van der Torre, Van der Meer & Van den Eerenbeemt
(2019)

28. SHAREHOUSE project: innovation-adoption in logistics in the Netherlands among SME logistics companies
Setting up learning communities to get acquainted with new technology
Focus how WPI (knowledge, interventions) can help these companies to better adopt (technological) innovations
EUROFOUND 50 case studies across Europe
Management of companies with mature employment relations initiates change and renewal
…. but involves employees to generate ideas and implement the changes / innovation
EUWIN – EUropean Workplace Innovation Network
Hundres of examples of companies that base change and innovation
on employee involvement
EXAMPLES OF WPI
Source: Tottterdill, Dhondt & Boermans (2016)
Source: Oeij, Žiauberytė-Jakštienė, Dhondt et al (2015)

29. Employee engagement: ensures sustainable commitment
Modern sociotechnics, Humanistic perspective and Supportive management / leadership : ‘good jobs’ facilitate innovative
and intra/entrepreneurial behaviour
Evidence of WPI suggests the support of innovative cultures and innovation-adoption
Condition: 1] mindset to see employees as a critical resource and to see the employment relationship
not just as an interchangeable relationship;
2] to see one’s own entrepreneurship as a significant link in a (social) chain towards a cohesive society
HOW CAN WPI HELP INNOVATION
Source: Oeij, Rus and Pot (eds) (2017)

30. DR. PETER OEIJ
TNO, DEPARTMENT HEALTHY LIVING (NETHERLANDS)
WORKPLACE INNOVATION:
COMMONALITIES AND
DIFFERENCES ACROSS THE
PRESENTATIONS

31. WPI APPROACHES
Behavioural / Psychological Constructs
McMurray & Colleagues (2003 - 2020 Australia)
Struminska & Mockallo, (2017, Poland)
Kibowski, Baguley, Totterdill & Karanika-Murray (2019, UK)
Organisational / Sociological Constructs
Oeij, Dhondt, Pot & Colleagues (Netherlands)
Workitect / Flanders Synergy / KU Leuven / HIVA (Belgium) (‘Total Workplace Innovation’)
Korea Labor Institute (S-Korea)
AIST (Japan)
Workplace innovation scale in: NWO Intrapreneurship Survey 2018 (Stam et al)
Combination of behavioural and organisational constructs
Parker et al., Work design / job design concept
Totterdill - Workplace Innovation Ltd (UK/Ireland/Scotland) (Fifth Element approach)

32. ALL APPROACHES SHARE EMPLOYEE INVOLVEMENT / EMPLOYEE ENGAGEMENT
COMMONALITIES
DIFFERENCES
RECOMMENDATIONS FOR FUTURE RESEARCH
SOME APPROACHES STRESS INDIVIDUAL AND BEHAVIOURAL ASPECTS
SOME APPROACHES STRESS PROCESSUAL ASPECTS AND DYNAMICS
SOME APPROACHES STRESS ORGANISATIONAL DESIGN ASPECTS
SOME APPROACHES STRESS FACILITATION BY POLICY MAKING
NEED FOR THEORETICAL / CONCEPTUAL CONVERGENCE
NEED FOR MULTI-LEVEL AND TIME DYNAMIC RESEARCH
NEED FOR EVALUATION STUDIES AND INSTRUMENTS FOR PRACTITIONERS

33. -WHAT IS IT THAT (INNOVATION) PRACTITIONERS NEEDS MOST
FROM WPI?
-HOW DO THESE WPI-APPROACHES HELP INNOVATION IN THE
POST-CORONA ERA?
-WHAT ARE CONSTRAINTS / OBSTACLES TO APPLY WPI?
-SHOULD WE SEEK FOR CONVERGENCE OR NOT?
DISCUSSION / QUESTIONS & ANSWERS

34. YOUR TIME
THANK YOU FOR

35. EXTRA SLIDES

36. Thank you.
Contact
SeRiNo srn@kli.re.kr
KyetaikOH okt8941@kli.re.kr

37. Adela McMurray - SELECTED WIS PUBLICATIONS
Publications
McMurray, A. J., & Dorai, R. (2003, May). Workplace innovation scale: A new method for measuring innovation in the
workplace. In The 5th European Conference on Organizational Knowledge, Learning and Capabilities (OKLC 2003).
Muenjohn, N., & McMurray, A. (2017). Design leadership, work values ethic and workplace innovation: an investigation
of SMEs in Thailand and Vietnam. Asia Pacific Business Review, 23(2), 192-204.
Simmers, C. A., & McMurray, A. J. (2019). Organisational justice and managing workplace innovation: How important
are formal procedures?. International Journal of Innovation Management, 23(03), 1950026. y@rmit.edu.au
McMurray, A. J., & Williams, L. (2004). Factors impacting on nurse managers’ ability to be innovative in a decentralized
management structure. Journal of Nursing Management, 12(5), 348-353.
McMurray, A. J., Islam, M. M., Sarros, J. C., & Pirola‐Merlo, A. (2013). Workplace innovation in a nonprofit
organization. Nonprofit Management and Leadership, 23(3), 367-388.
Muenjohn, N., & McMurray, A. (2016). The impact of leadership on workplace innovation in Thai and Vietnamese
SMES. The Journal of Developing Areas, 50(5), 479-486.
Von Treuer, K., & McMurray, A. J. (2012). The role of organisational climate factors in facilitating workplace innovation.
International Journal of Entrepreneurship and innovation management, 15(4), 292-309.
PHD Theses
Baxter, D. (2004) Perception of Organisational Politics and Workplace Innovation: An investigation of the perceptions
and behaviour of staff in an Australian IT services organisation Unpublished thesis Swinburne University of Technology.
Dang, H. T. N. (2018). Workplace innovation and new product development in Vietnamese manufacturing small and
medium-sized enterprises. Unpublished thesis RMIT University.
Chomley, P. (2015) PhD in Management, RMIT University. Topic – Innovation within a Multinational Organization: A
study of knowledge sharing in a cross cultural environment and its impact on innovation. Unpublished thesis RMIT
University.
Forthcoming
McMurray, Muenjohn and Weerakoon [Eds.], (Fall 2020), The Palgrave Handbook of Workplace Innovation across
Developed and Developing Countries. Palgrave Macmillan, UK.
Contact Professor Adela McMurray: adela.mcmurray@rmit.edu.au, Phone: +61 434551080, Skype: adelaj1
8 June, 2020 Professor Adela McMurray (RMIT University) 37

38. PETER OEIJ /PAUL PREENEN - REFERENCES
-Oeij, P.R.A., Dhondt, S. & Korver, T. (2011). Social innovation, workplace innovation and social quality. International Journal of Social Quality, 1 (2,
Winter), 31-49.
-Oeij, P., Dhondt, S., Pot, F., Totterdill, P. (2018). Workplace innovation as an important driver of social innovation. In: Howaldt, J., Kaletka, C., Schröder, A.,
Zirngiebl, M. (eds), Atlas of Social Innovation – New Practices for a Better Future (pp. 54-57). Dortmund: Sozialforschungsstelle, TU Dortmund.
-Oeij, P., Dorenbosch, L.., Klein Hesselink, J. & Vaas, F. (2010). Working smarter and workplace innovation. The Hague: Boom | Lemma (in Dutch).
-Oeij, P.R.A., Preenen, P.Y.T., Van der Torre, W., Van der Meer, L., Van den Eerenbeemt, J. (2019). Technological choice and workplace innovation: Towards
efficient and humanised work. European Public & Social Innovation Review, 4(1), 15-26.
-Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice, Series 'Aligning Perspectives on Health, Safety and
Well-Being’. Springer: Cham (Switzerland); DOI 10.1007/978-3-319-56333-6; ISBN 978-3-319-56332-9.
-Oeij, P., Žiauberytė-Jakštienė, R., Dhondt, S., Corral, A., Totterdill, P., Preenen, P. (2015). Workplace Innovation in European companies. Report for
Eurofound. Luxemburg: Publications Office of the European Union.
-Pot, Frank, Dhondt, Steven, Oeij, Peter, Rus, Diana, & Totterdill, Peter (2019). Complementing digitalisation with workplace innovation. In: Howaldt, J.,
Kaletka, C., Schröder, A., Zirngiebl, M. (eds.), Atlas of Social Innovation. 2nd Volume – A world of new practices (pp. 42-46). Oekoem Verlag, München
(ISBN: 978-3-96238-157-8). Download free : www.socialinnovationatlas.net
-Sitter, U. de, Den Hertog, F., & Dankbaar, B. (1997), “From Complex Organizations with Simple Jobs to Simple Organizations with Complex Jobs”, Human
Relations, Vol. 50, no. 5, pp. 497-534.
-Stam, F.C. (2018) ISHIP Intrapreneurship Index 2018. Deliverable of the NWO Project 'Intrapreneurship - Enabling Talent for Innovation', project number
409-13-210. Utrecht: Utrecht University, 2018.
-Totterdill, P., Dhondt, S. and Boermans, S. (2016). Your guide to workplace innovation. European Workplace Innovation Network EUWIN, s.l.
https://www.tno.nl/media/8552/euwin_ebook_english.pdf
-Van Amelsvoort, P. & Van Hootegem, G. (2017). Towards a Total Workplace Innovation concept based on Sociotechnical Systems Design. In: Oeij, P.
R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice (pp. 281-299). Springer: Cham
CONTACT: peter.oeij@tno.nl