IWB: Innovative Work Behaviour

A colleague recently steered me toward de Jong and Hartog's 2008 Innovative Work Behavior: Measurement and Validation, available here. The article describes development of an instrument for measuring IWB.

Critically, and most helpfully, the authors propose four dimensions contributing to innovation outcomes:

1. Opportunity exploration.
2. Idea generation.
3. Championing.
4. Application.

These four dimensions serve to better flesh out the concept of innovation itself. Frequently, innovation platforms are obsessed with the first and the second, under the mistaken belief that good ideas sell themselves.

I cannot help thinking that a fifth element is also critical, one that more logically links the second and third elements together:

Proof of concept

It could be, though, that de Jong & Hartog are suggesting their four dimensions relate to getting an idea even to the proof of concept stage (with the proof of concept equated to implementation). The authors are, after all, concerned with individual innovation rather than institutional innovation and change. In support of institutional innovation, thinking more in terms of the actual commercialisation or mainstreaming of an innovative output, I propose five steps under the assumption that an innovative output is already being called for based on a definite problem or already supported area for innovative development:

1. Opportunity exploration. A problem to be solved is redefined as an opportunity to be pursued. An example might be, a more efficient development system in response to a process beset by time delays.
2. Idea generation. Creative ways of realising the opportunity are proposed, perhaps through a workshop.
3. Proof of concept. One or more ideas are piloted, with a view toward learning about the idea's potential under real conditions.
4. Championing. A successful idea (even if a mixed pilot) is promoted as bringing the benefits of the opportunity identified in the first step.
5. Application. The successful idea is purposefully implemented, requiring change management.

An important element of the article is this statement on p.5: "Innovation theory has repeatedly stressed that innovation is broader than only creativity and also includes the implementation of ideas." Including application as a definite aspect of innovation requires those promoting innovation as a strategy to celebrate implementation as much as creativity.