TY - JOUR

T1 - Controversies in employee-driven innovation

T2 - Exploring the Danish public healthcare

AU - Manfrini, Caterina

AU - Bäckström, Izabelle

AU - Hjortsø, Carsten Nico

AU - Romanova, Gergana

N1 - Publisher Copyright: © 2024 The Author(s). Published with license by Taylor & Francis Group, LLC.

PY - 2024/7/10

Y1 - 2024/7/10

N2 - This article applies the lens of controversies to explore tensions in the ­interactions among different actors engaged in employee-driven innovation (EDI) in the Danish public healthcare. Semi-structured interviews were conducted with innovation executives and consultants, non-clinical professionals with managerial responsibilities, and clinical professionals. In addition, observation and document analysis were conducted for triangulation purposes. The findings suggest that controversies are process-sensitive, dynamic forces that could become either destructive or constructive, with the potential to re-shape EDI. When mitigation is possible, new insights are generated; when mitigation is not achievable, the more destructive side of controversies emerges, calling for external interventions. This article contributes to the growing study of the human side of innovation and to the call for research on tensions in innovation processes. Leaders of public healthcare organizations could apply the insights to improve EDI strategies, nurture a sense of belonging in the workplace, and reduce opposition to change.

AB - This article applies the lens of controversies to explore tensions in the ­interactions among different actors engaged in employee-driven innovation (EDI) in the Danish public healthcare. Semi-structured interviews were conducted with innovation executives and consultants, non-clinical professionals with managerial responsibilities, and clinical professionals. In addition, observation and document analysis were conducted for triangulation purposes. The findings suggest that controversies are process-sensitive, dynamic forces that could become either destructive or constructive, with the potential to re-shape EDI. When mitigation is possible, new insights are generated; when mitigation is not achievable, the more destructive side of controversies emerges, calling for external interventions. This article contributes to the growing study of the human side of innovation and to the call for research on tensions in innovation processes. Leaders of public healthcare organizations could apply the insights to improve EDI strategies, nurture a sense of belonging in the workplace, and reduce opposition to change.

U2 - 10.1080/10967494.2024.2376106

DO - 10.1080/10967494.2024.2376106

M3 - Journal article

AN - SCOPUS:85198112553

JO - International Public Management Journal

JF - International Public Management Journal

SN - 1096-7494

ER -