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Oeij, P.R.A. (author), Dhondt, S. (author), Rus, D. (author), van Hootegem, G. (author)
This special issue of the International Journal Technology Transfer and Commercialisation contains five contributions. Prior to developing this special issue, a symposium on WPI was held during EURAM18, the yearly international conference of the European Academy of Management, in Reykjavik, Iceland (June 2018), where a number of the articles...
article 2019
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Pot, F. (author), Dhondt, S. (author), Oeij, P.R.A. (author), Rus, D. (author), Totterdill, P. (author)
Social innovation within the workplace is called workplace innovation. Without workplace innovation, organisations cannot reap the benefits of digitalisation. Technology does not dictate work organisation and labour relations; there is ‘organisational choice’. Yet, there are a number of pitfalls.
bookPart 2019
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Putnik, K. (author), Oeij, P.R.A. (author), van der Torre, W. (author), de Vroome, E. (author), Dhondt, S. (author)
public lecture 2018
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Oeij, P.R.A. (author), Dhondt, S. (author), Pot, F. (author), Totterdill, P. (author)
The project SI-DRIVE “Social Innovation: Driving Force of Social Change” includes a specific practice field within the policy domain of Employment, namely Workplace Innovation. Workplace Innovation can be positioned at the level of organisations and companies, where it has a significant effect on the participation of employees, the quality of...
bookPart 2018
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Putnik, K. (author), Oeij, P.R.A. (author), Dhondt, S. (author), van der Torre, W. (author), de Vroome, E. (author)
public lecture 2018
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Oeij, P.R.A. (author), Dhondt, S. (author), Ooms, M. (author)
The Netherlands is catching up with social innovation. In the former century combating social problems was a task of public organisations and government, largely carried out top down. Today the responsibility to tackle social issues is partly shifting to public-private partnerships, social enterprises and communities.
bookPart 2018
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Dhondt, S. (author), Oeij, P.R.A. (author), Schröder, A. (author)
Human and financial resources as well as organisational capabilities are needed to overcome the manifold constraints social innovators are facing. To unlock the potential of social innovation for the whole society new (social) innovation friendly environments and new governance structures (ecosystems) have to be set-up to foster social...
bookPart 2018
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Oeij, P.R.A. (author), Dhondt, S. (author), Solley, S. (author), Hill-Dixon, A. (author)
Networks and cooperation are vital for social innovation (SI). Policy which stimulates the development of SI ecosystems is likely to encourage the sustainability of social innovations. This chapter focuses on Western Europe, detailing how networks, individuals and groups are the main drivers in social innovation and providing examples of such...
bookPart 2018
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Oeij, P.R.A. (author), Dhondt, S. (author), van der Torre, W. (author)
Social innovations in Employment are scattered. If social innovations want to achieve sustainable, social changes, they require integration to create more coherent ‘social innovation of employment’.
bookPart 2018
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Oeij, P.R.A. (author), van der Torre, W. (author), Vaas, S. (author), Dhondt, S. (author)
A large-scale international project ‘SI DRIVE: Social innovation, driving force of social change 2014-2017” collected 1,005 cases of social innovation across the globe in seven policy fields: Education, Employment, Energy, Transport , Poverty, Health and Environment (Howaldt et al., 2016). From those 1,005 cases 82 were selected for in-depth...
report 2018
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Dhondt, S. (author), Oeij, P.R.A. (author), Schröder, A. (author)
The potential success and development of social innovations is dependent on their access to resources, and their dealing with constraints and capabilities. For social innovators, the use and access to these resources is somewhat different than for technological and business innovators. A clear understanding of these differences can guide social...
bookPart 2017
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Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), van Vuuren, T. (author)
Project teams carrying out innovation projects are investigated during critical incidents. Earlier, a Team Innovation Resilience Behavior (IRB)-scale was successfully applied to quantitative survey data (Oeij, 2017). Team IRB is the team's capacity to effectively deal with possible incidents and ensure the project's continuation. This study uses...
article 2017
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Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J. (author)
Project team members and project leaders of innovation projects were interviewed about the possible presence of defensive behaviours within the team. Discussing defensive behaviour is not self-evident. While investigating defensive behaviour can be done validly by observation techniques, to talk about defensiveness often leads to socially...
conference paper 2016
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Oeij, P.R.A. (author), Gaspersz, J. (author), van Vuuren, T. (author), Dhondt, S. (author)
In 1983 Donald Schön wrote the Reflective Practitioner which implicitly but never explicitly contains a model of steps what it is to act as a reflective practitioner in real life. In this paper we apply that model and try to make this latent (tacit) model into a manifest (explicit) model. Project leaders of innovation teams were studied via in...
conference paper 2016
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Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author)
Purpose. This paper aims to investigate the principles of high reliability organisations (HROs), present in safety and crisis teams, as applied to innovation teams. Safety and crisis teams cannot fail, as failure leads to disaster and casualties. Innovation teams cannot fail either, as this harms the organisations’ competitiveness and...
article 2016
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Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), de Vroome, E.M.M. (author)
Projects are often doomed to fail. An explorative case study which carried out team-based complex innovation projects in a research and technology organisation suggests three main results. 1] Project team leaders experienced that the complexity involved in the various aspects of team functioning, made it prone to mixed messaging. 2] One of the...
article 2016
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Oeij, P.R.A. (author), Dhondt, S. (author), Gaspersz, J.B.R. (author), van Vuuren, T. (author)
Project team members and project leaders of innovation projects were interviewed about the possible presence of defensive behaviours within the team. While investigating defensive behaviour can be done validly by observation techniques, to talk about defensiveness within a team often leads to socially desirable and therefore biased information....
article 2016
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Oeij, P. (author), Žiauberyté-Jakštiené, R. (author), Dhondt, S. (author), Corral, A. (author), Totterdill, P. (author), Preenen, P. (author)
report 2015
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Oeij, P. (author), Žiauberyté-Jakštiené, R. (author), Dhondt, S. (author), Corral, A. (author), Totterdill, P. (author), Preenen, P. (author)
Workplace innovation (WPI) is a developed and implemented practice or combination of practices which enables employees to participate in organisational change and renewal and hence improve the quality of working life and organisational performance. This report looks at reasons for enabling WPI, adoption and implementation, and impact on...
report 2015
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Dhondt, S. (author), van Hootegem, G. (author)
Current thinking in several disciplines (organisational economics, sociology, psychology)about organisations is starting to converge. Organisations are no longer considered a blackbox, adapting to the economic environment as will-less objects. There is a role to play for managers to choose the right organisational model. There is still some...
article 2015
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