Can enrichment of self-management lead to more employee-driven innovation (EDI) and citizen-driven innovation (CDI)? That is the key question in this study of an organization development process in a public welfare organization, Guldborgsund Handicap (GH). The organization provides a broad range of services for people with disabilities in a Danish municipality. With the aim of increasing quality in the provided services and higher organizational efficiency a strategy effort for support and development of strategy selfmanagement has been implemented in GH. The study combines two approaches: an experimental vignette study (EVS) and a participant observation study (POS). The EVS provides, with the use of a questionnaire, a quantitative picture of the relation between employee motivation and the degree of involvement in the change process that employees are invited to participate in. The results from the EVS show that professionals in GH become more motivated towards self-management and take more responsibility for innovation when invited to take part in the resolution of strategic challenges. The POS focuses on the communication that involves self-management and innovation in the organization. The results from the POS show that there are two issues that have crucial impact on how the professionals define their own role in the innovation process and which type of management the professionals demand. First, a particular professional discourse can be appointed that are counterproductive to the aim of involving citizens in the innovation process (CDI). The professionals view the citizens as mostly passive recipients and thereby missing the potential creative co-creation that can lead to valuable EDI and CDI innovation. Secondly, there is a contradictory perception on how the professionals approach self-management. On one hand, they seek to operate within a narrow professional regime, that exclude all other organizational logic. And on the other hand, they demand that managers reduce organizational complexity by traditional hierarchical leadership. The findings that have been studied show that there are challenges for both strategy selfmanagement and innovation in the organization. This calls for further studies on how to motivate professionals to engage in more open-minded and co-creative innovative processes together with citizens and other participants. This demands a more integrative approach where the strategy goals are central to both self-management and how managers lead self-managing professionals.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||48|