High‐Involvement Innovation
Bibliographic Data
| ID | 23588381 |
|---|---|
| Authors | James Moultrie (0000-0001-6482-2079, University of Cambridge, corresponding author) |
| Year | 2015 |
| Pages | 1-1 |
| Publication date | 2015-01-22 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | CHAPTER |
| Venue | Wiley Encyclopedia of Management (SOURCE_BOOK) |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/9781118785317.weom100088 |
| OpenAlex | W1594074526 |
| ISBN | 9781118785317 |
| Language | EN |
| Citations received | 1 |
| References cited | 1 |
Evidence suggests that organizations develop high‐involvement innovation over time and move from relatively simple and occasional attempts to capture employee suggestions through to more systematic approaches that deploy mechanisms for managing the flow of ideas created, providing reward and recognition systems, linking improvement activities to monitoring and measurement systems, and connecting the overall company strategy to continuous improvement activity.
Business · Knowledge flow · Knowledge management · Process management · Simple (philosophy) · Computer Science · Innovation and Knowledge Management
| Unique citing works | 1 |
|---|---|
| Citations per year | 0,5 |
| Citation span | 2024 - 2024 (1) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 1 |