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Motoren der Innovation pp 165–181Cite as

Kreative Devianz – Innovationsinitiativen von Mitarbeitern abseits legitimierender Innovationspfade

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Zusammenfassung

Neben vom Management ausgehenden Startimpulsen für neue Innovationsvorhaben ergreifen auch Mitarbeiter die Initiative. Diese entstehen oftmalig autonom, ohne dass sie erwartet oder gestattet wurden (Burgelman, 1983; Vesper, 1984). Dabei gehen Mitarbeiter teilweise sehr unkonventionell vor, indem sie die Regen und formalen Prozesse der Organisation ignorieren und in der frühen Phase des Innovationsprozesses eigenständig ohne Wissen ihrer Vorgesetzten ihre Ideen erkunden (Burgelman, 1983; Kanter, 2000). Diese spezielle Form der Initiative wird auch als Bootlegging (Knight, 1967) bezeichnet.

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Author information

Authors and Affiliations

  1. Graz, Österreich

    Dr. Dietfried Globocnik

  2. Kopenhagen, Dänemark

    Prof. Dr. Søren Salomo

Authors
  1. Dr. Dietfried Globocnik
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  2. Prof. Dr. Søren Salomo
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Correspondence to Dietfried Globocnik .

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Editors and Affiliations

  1. Institut für Innovationsforschung, Christian-Albrechts-Universität zu Kiel, Kiel, Germany

    Carsten Schultz

  2. Lehrstuhl für Innovationsmanagement, Potsdam, Germany

    Katharina Hölzle

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Globocnik, D., Salomo, S. (2014). Kreative Devianz – Innovationsinitiativen von Mitarbeitern abseits legitimierender Innovationspfade. In: Schultz, C., Hölzle, K. (eds) Motoren der Innovation. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-06135-7_10

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  • DOI: https://doi.org/10.1007/978-3-658-06135-7_10

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