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Organisational Learning and Innovation. Edward Lorenz University of Nice and CNRS Sophia Antipolis, France Lecture prepared for the doctoral course on: ‘The Innovative Firm’ Norwegian School of Management BI May 6-8, 2013. Organisational Learning and Innovation. - PowerPoint PPT Presentation
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Organisational Learning and Innovation
Edward LorenzUniversity of Nice and CNRS
Sophia Antipolis, France
Lecture prepared for the doctoral course on:
‘The Innovative Firm’Norwegian School of Management BI
May 6-8, 2013
Organisational Learning and Innovation I will start this lecture with a quote from C.
Freeman’s in his1995 CJE article, ‘The 'National System of Innovation' in Historical Perspective’ (p. 18):“… it is essential to emphasise the interdependencies between innovations and between technical innovations and organisational innovations. A theory of technical change which ignores these interdependencies is no more helpful than a theory of economics which ignores the interdependencies of prices and quantities in the world economy.
Objectives/arguments The neglect of work organisation in the ‘core’ innovation studies
research Conceptual progress on micro processes mainly coming from the
field of management The limitations of CIS measures of organisational innovation
The need for a EU wide harmonised survey including measures of organisational design, work organisation and innovation performance
Possibilities and limits of using employee-level surveys of working conditions Empirical research of the relation between forms of work
organisation and innovation performance for the EU-27 and Norway
The use of multi-level models to explore national innovation dynamics
The analysis of work organisation in the field of innovation studies While the role of work organisation has always
been recognised in innovation studies research, I think it is fair to say that it hasn’t been a central preoccupation of researchers in this field, at least not in the ‘core’ literature.
Freeman’s (1987) classic study of the Japanese innovation system was exceptional in focusing in on the interdependencies between technical innovation and organisational change.
Work organisation: a neglected dimension in innovation studies? Subsequent to Freeman’s classic analysis, innovation
studies scholars have given relatively little attention to the role of workers and work organisation in innovation processes and the emphasis has rather been on the role of formal R&D and on the skills and expertise of engineers, scientists and managers.
Fagerberg and Verspagen (2009) in their use of citations in Research Policy to identify the core literature in innovations studies recognised only two publications that focus on the organisation of the firm, the classic studies by Cohen and Levinthal (1989, 1990) on absorptive capacity.
Conceptual progress mainly from outside the ‘core’ of innovation studies Most of the recent contributions to conceptualising the
interrelations between work organisation, employee learning and innovation processes have come from outside the field of innovation studies. For example:
Research on organisational design and innovation including work on learning organisations (e.g. Lam; Senge)
Research on ‘communities of practice’ (e.g. Lave and Wenger)
Research on creativity at the workplace (e.g. Amabile) Research on dynamic capabilities (e.g. Teece) Burgeoning innovation management literature (much too vast
to cite, now with specialised journals)
Progress in measuring organisational change and innovation During the 2000s there has been a growing interest in
measuring organisation innovation, largely inspired by recognition that the classic Oslo Manual based measures of TPP innovation poorly capture innovation processes in service sectors.
From 2005 the CIS incorporates the revised Oslo Manual definitions of innovation including organisational and marketing innovations. Researchers now have access to data measuring for the EU-27 the frequency and the amount of expenditure not only on product and process innovations but also on organisational and marketing innovations.
A misleading distinction between ‘technical’ and ‘non-technical’ innovation CIS measures are of questionable value for getting a better
empirical understanding of the interdependencies between organisational design, work organisation and product and process innovation.
The Oslo Manual framework lends itself to the idea that workplace organisation is a separate ‘social’ or ‘non-technical’ dimension that can be analysed independently of the ‘technical’ dimension which is equated with product and process innovation
Measures of marketing and organisational innovation are essentially add-ons to a survey framework designed to capture product and process innovations.
.
Policy ramifications
This approach impacts on the policy relevance of CIS survey results since it’s not clear how policy-makers are supposed to make use of a general measures of how much organisational change has taken place over a 3-year period.
Policy-relevant measures of work organisation would focus not only on how much change has occurred but also on the direction of change. The key question is what kinds of organisational designs and forms of work organisation promote learning and innovation, and the policy challenge is how to promote the adoption of these good designs and forms.
Surveys of working conditions: a window into the hidden dimension of employee learning? Surveys of working conditions carried out at the
employee-level provide a valuable window into the hidden dimension of employee learning and problem-solving at the work place.
What successive waves of the European Working Conditions Survey show is that there are large and persistent inequalities across EU member states in the percentage of employees having access to learning environments at work.
Further, there are differences in the degree of inequality within nations in terms of workers’ and managers’ access to learning in work.
An update of Lorenz and Valeyre (2005) and Arundel et al. (2007) Research based on the fifth European Working Conditions Survey (EWCS)
carried out by the European Foundation for the Improvement of Living and Working Conditions in 2010 EU-27, Norway, Turkey, Croatia, the former Yugoslav Republic of
Macedonia, Turkey, Albania, Montenegro and Kosovo Survey methodology based on a multi-stage random sampling (method
called ‘random walk’) with face-to-face interviews at employees’ home (about 1000 persons in each country).
Field of our study : salaried employees working : in establishments with at least 10 persons in both industry and services, but excluding agriculture and fishing;
public administration and social security; education; health and social work; and private domestic employees.
Total population studied : 13172 persons in EU-27 and Norway
Statistical methodology Factor and cluster analysis in order to group individual
employees into distinct organisational clusters or forms on the basis of measures of work organisation
Use of logisitic regression to explore the determinants of the likelihood of the different forms of work organisation including HRM practices
Aggregate correlation analysis: systemic relations between innovation performance and the frequency of forms of work organisation at the national level
Micro analysis of the impact of work organisation on the likelihood of process innovation
Knowledge agent(autonomy and control)
Individual Organisation
High standardisation of knowledge and work
Professional bureaucracy
(embrained knowledge)
Machine bureaucracy
(encoded knowledge)
Low standardisation of knowledge and work
Operating Adhocracy
(embodied knowledge)
J-form Organisation
(embedded knowledge)
Organisational coordination and dominant forms of knowledge (Lam, 1998, Mintzberg, 1979 Blackler, 1995)
Professional bureaucracy
Embrained knowledge
Narrow learning inhibits innovation
Machine bureaucracy
Encoded knowledge
Shallow learning, limited innovation
Operating adhocracy,
Embodied knowledge
Dynamical learning, radical innovation
J-form organisation
Embedded knowledge
Cumulative learning, incremental innovation
Contrasting organisational models with different learning/innovation capabilities; Lam 1998.
Work Organisation Variables Learning new things in work
Generally, does your main paid job involve, or not, learning new things?
Problem solving activities Generally, does your main paid job involve, or not, solving unforeseen problems on your own?
Complexity of tasks Generally, does your main paid job involve, or not, complex tasks?
Autonomy in work methods Are you able, or not, to choose or change your methods of work?
Autonomy in work pace Are you able, or not, to choose or change your speed or rate of work?
Team work Does your job involve, or not, doing all or part of your work in a team?
Job rotation Does your job involve, or not, rotating tasks between yourself and colleagues?
Responsibility for quality control Generally, does your main paid job involve, or not, assessing yourself the quality of your own work?
Work Organisation Variables
Quality norms Generally, does your main paid job involve, or not, meeting precise quality standards?
Repetitiveness of tasks Please tell me, does your job involve short repetitive tasks of less than a minute?
Monotony of tasks Generally, does your main paid job involve, or not, monotonous tasks?
Automatic constraints on work rate On the whole, is your pace of work dependent, or not, on automatic speed of a machine or movement of a product?
Norm-based constraints on work rate On the whole, is your pace of work dependent, or not, on numerical production targets?
Hierarchical constraints on work rate On the whole, is your pace of work dependent, or not, on the direct control of your boss?
Horizontal constraints on work rate On the whole, is your pace of work dependent, or not, on the work done by colleagues?
Summary of results for the 4-cluster solution (percent of employees in each
cluster)
Discretionary Learning
Lean production
Taylorism Traditional organisation
All
Autonomy fixing work methods 83.7 61.3 21.2 37.5 57.7
Autonomy setting work rate 80.8 62.4 37.0 49.3 62.0
Learning new things in work 88.2 90.5 30.2 23.6 66.3
Problem solving activities 97.5 95.7 53.5 45.0 79.3
Complexity of tasks 78.6 85.9 22.1 14.9 58.5
Responsibility for quality control 85.3 92.7 59.8 23.5 71.3
Quality norms 79.0 97.6 90.2 32.4 77.6
Team work 63.1 76.9 63.9 46.9 64.0
Job rotation 45.6 60.3 50.0 34.4 48.3
Monotony of tasks 27.4 59.6 83.2 44.1 49.4
Repetitiveness of tasks 15.1 36.0 60.6 17.1 29.5
Horizontal constraints on work rate 30.6 83.2 66.3 23.4 50.0
Hierarchical constraints on work rate 23.2 73.6 64.6 24.0 44.6
Norm-based constraints on work rate 35.4 83.0 66.5 17.3 50.7
Automatic constraints on work rate 5.5 44.4 59.7 8.3 26.5
Source : Fifth European Working Condition survey. European Foundation for the Improvement of Living and Working Conditions
The forms of work organisation in
the EU Discretionary Learning forms of work organisation:
autonomy in work learning dynamics (learning new things, problem solving) complexity of tasks responsibility for quality control low work rate constraints, repetitiveness and monotony team working and job rotation not characteristic
“Swedish socio-technical” model “Operating adhocracy” model (Mintzberg)
Lean forms of work organisation: team working job rotation quality management (quality norms and quality control) learning dynamics work rate constraints, repetitiveness and monotony relatively low autonomy in work
“Lean production” (Womack et alii; MacDuffie et alii) “Controlled autonomy” model (Appay; Coutrot)
The forms of work organisation in the EU Taylorist forms of work organisation:
work rate constraints, repetitiveness and monotony low autonomy, low learning dynamics, low complexity, low responsibility in
quality control team working and job rotation at average levels
traditional taylorism and “flexible taylorism”
Traditional or simple structure or forms of work organisation: under-representation of all organisational variables, except tasks monotony
simple organisational structure informal and non codified work methods
Forms of work organisation across European nations
‘Learning’ forms of work organisation: + : Netherlands, Denmark, Sweden, Norway, Malta - : Greece, Bulgaria, Romania
‘Lean’ forms of work organisation: + : UK, Ireland, Finland, Luxembourg, Estonia - : Netherlands, Denmark, Sweden, Cyprus, Poland
‘Taylorist’ forms of work organisation: + : Southern countries, Ireland, Bulgaria, Lithuania, Hungary - : Netherlands, Denmark, Norway, France, Sweden, Estonia, Latvia, Malta
‘Simple’ forms of work organisation: + : Southern countries, France, Bulgaria, Czech Republic, Poland, Slovakia - : Netherlands, Denmark, Sweden, Norway, Ireland, Finland, Malta,
Discretionary learning Lean organisation Taylorism Simple organisation Total
Austria 47.4 26.6 12.4 13.6100
Belgium 41.3 25.5 15.9 17.2100
Bulgaria 19.3 23.9 27.1 29.7100
Cyprus 30.7 20.6 21.7 27100
Czech Republic 32.4 23.1 24.1 20.5100
Denmark 61.9 16.9 8.3 16.9100
Estonia 37.6 40.2 9.4 12.8100
Finland 42.2 36.5 9.8 11.6100
France 30.6 27.7 19.7 22.1100
Germany 44.4 22.6 16 17.1100
Greece 19.4 24.7 28.8 27.1100
Hungary 30 27.8 29 13.2100
Ireland 25.1 41.4 21.8 11.8100
Italy 31.4 24.4 21.2 22.9100
Latvia 48.3 26 11.5 14.2100
Lithuania 29.9 24.3 26.1 19.7100
Luxembourg 36 35.3 15.3 13.4100
Malta 50.6 30 10.3 9.5100
Netherlands 59.8 12.6 13 14.6100
Norway 54.7 27.8 11.7 5.8100
Poland 38.7 21.6 16.9 22.8100
Portugal 31.5 32 23.8 12.7100
Romania 22.9 36.5 18 22.6100
Slovakia 28.6 27.9 22.1 21.4100
Slovenia 47.1 24 14.4 14.4100
Spain 28.7 29.7 22.3 19.3100
Sweden 61.9 20.1 8.6 9.5100
United Kingdom 28.4 36.6 19.6 15.5100
EU-2836.3 27.0 18.4 18.3
100
National differences in forms of work organisation EU-28(Source: 5th European Working Conditions Survey)
Aggregate correlations between forms of work organisation and innovation performance: 5th EWCS
and CIS-2010
BE
DK
DE
ESFR IT
LU
NL
AT
PT
FI
SE
UK
NO
BG
CZ
EE
CY
LV
LTHU
MT
PL
RO
SI
SK
2030
4050
60%
Disc
retio
nary
lear
ning
.05 .1 .15 .2 .25% New-to-market innovators
% Discretionary learning by % New-to-market innovators
BE
DK
DE
ES
FR
IT
LU
NL
AT
PT
FI
SE
UK
NO
BGCZ
EE
CY
LV
LT
HU
MT
PL
RO
SI
SK
1020
3040
% L
ean
orga
nisa
tion
.05 .1 .15 .2 .25% New-to-market innovators
% Lean organisation by % New-to-market innovators
Aggregate correlations between forms of work organisation and innovation performance: 5th EWCS
and CIS-2010
BE
DK
DE
ES
FR
IT
LU
NLAT
PT
FI
SE
UK
NO
BG
CZ
EE
CY
LV
LT
HU
MT
PLRO
SI
SK
1015
2025
30%
Tay
loris
t org
anisa
tion
.05 .1 .15 .2 .25% New-to-market innovators
% Taylorism by % New-to-market innovators
BEDK DE
ES
FRIT
LUNL
ATPT
FI
SE
UK
NO
BG
CZ
EE
CY
LV
LT
HU
MT
PLRO
SI
SK
510
1520
2530
% S
impl
e or
gani
satio
n
.05 .1 .15 .2 .25% New-to-market innovators
% Simple organisation by % New-to-market innovators
Limitations of the aggregate correlation analysis A deeper understanding of the organisational basis for these
national differences and interrelations would require micro survey data linking organisational structure to both forms of work organisation and enterprise innovation performance. DISKO survey framework; collaboration between researchers in
innovation studies, human resource management and industrial relations The MEADOW survey framework of linked employer/employee surveys
provides a possible way forward
The direction of macro-level relations does not necessarily mirror that of micro-level relations. In order to investigate this there is a need for internationally harmonised survey data that can be used to investigate simultaneously the micro and macro levels in a multi-level approach
Measuring process innovation with the 5th EWCS The 5th EWCS carried out in 2010 includes a question
asking whether the introduction of new processes or technologies over the last 3 years has affected the employee’s immediate work environment.
The data can be used to explore the relation between forms of work organisation and the frequency of process innovations at both the micro and aggregate levels for the EU. However the results of the two levels of analysis lead to somewhat different conclusions regarding the impact of different forms of work organisation on process innovation outcomes
Aggregate correlation relations between forms of work organisation and process innovation: 5th EWCS
BE
DK
DE
IE
ES
FR
IT
LU
NL
AT
PT
FI
SE
UK
NO
GRBG
CZ
EE
CY
LV
LT
HU
MT
PL
RO
SI
SK
1020
3040
% L
ean
orga
nisa
tion
20 30 40 50 60% Process innovation: EWCS
% Lean organisation by % process innovation
BE
DK
DE
IE
ESFRIT
LU
NL
AT
PT
FI
SE
UK
NO
GRBG
CZ
EE
CY
LV
LTHU
MT
PL
RO
SI
SK
2030
4050
60%
Disc
retio
nary
lear
ning
20 30 40 50 60% Process innovation: EWCS
% Discretionary learning by % process innovation
Aggregate correlation relations between forms of work organisation and process innovation: 5th EWCS
BE
DK
DE
IEES
FR
IT
LU
NLAT
PT
FI
SE
UK
NO
GR
BG
CZ
EE
CY
LV
LT
HU
MT
PLRO
SI
SK
1015
2025
30%
Tay
loris
t org
anisa
tiont
20 30 40 50 60% Process innovation: EWCS
% Taylorist organisation by % process innovation
BE DKDE
IE
ES
FRIT
LUNL
ATPT
FI
SE
UK
NO
GR
BG
CZ
EE
CY
LV
LT
HU
MT
PL RO
SI
SK
510
1520
2530
% S
impl
e or
gani
satio
n20 30 40 50 60
% Process innovation: EWCS
% Simple organisation by % Process innovation
Logistic Regressions: Predicting the Odds of Process Innovation for the EU-28
Model 1(with country
controls)
Model 2(with country
and sector controls)
(odds ratios) (odds ratios)
Discretionary learning 3.00*** 2.73***
Lean organisation 4.04*** 3.66***
Taylorism 1.96*** 1.82***
Simple organisation reference
n 13172 13172
* significant at .10 level; ** significant at .05 level; *** significant at .01 level
The value of a multi-level approach While the aggregate correlation analysis points to a clear
superiority of the discretionary learning (DL) forms in terms of the national frequency of process innovations, the micro-level analysis shows that the Lean forms are more likely to be associated with process innovations.
A possible explanation is that the DL forms are superior in terms of generating knowledge externalities. If the DL forms generate new knowledge for process innovations that can be used by firms and employees in general, while the Lean forms are good at exploiting available knowledge, this could account for the stronger positive correlation between the frequency of DL and process innovations at the aggregate level
Model 2 Model 3 Model 4 Model 5
Fixed: Employee level
Odds ratios
Discretionary learning 2.72*** 2.72*** 2.74*** 2.73***
Lean 3.65*** 3.47*** 3.66*** 3.65***
Taylorism 1.82*** 1.82*** 1.82*** 1.82***
Simple reference
Fixed: Country level
Share DL 1.02*** 1.01*
Share Lean 1.01 1.00 1.00 1.00
Share Taylorism .98** .99
Log GDP/capita 1.24*** 1.28***
Random
Intercept .08 (.02) .06 (.02) .09 (.03) .07 (.02)
n 13172 13172 13172 13172
LR test vslogistic regression
chi2(7) = 124.60
chi2(7) = 94.95
chi2(7) = 151.78
chi2(7) = 106.19
Multi-level logistic models predicting the odds of process innovations
with country-level effects for the EU-281
* significant at .10 level; ** significant at .05 level; *** significant at .01 level 1. The models include controls for sector
Results of multi-level analysis
The multi-level analysis provides support for the hypothesis that there are positive knowledge externalities associated with increases in the national share of the DL forms of work organisation. However the results also indicate that the positive and negative correlations between process innovations and the national shares of DL and Taylorism respectively can be accounted for in part by the level of economic development as measured by GDP per capita
Main conclusions The results of both the correlation and multi-level
analysis show that in countries where a large share of employees are engaged in forms of work organisation that support high levels of discretion in complex problem-solving the innovation performance of enterprises tends to be higher, whether the focus is on process innovations or on new-for-the market product innovations. In countries where learning and problem-solving on the job are more constrained, and little discretion is left to the employee, innovation performance tends to drag.
Main conclusions
The results imply that European and national policy efforts to improve innovation performance need to take a close look at the effects of organisational practice on innovation. The bottleneck to improving the innovative capabilities of European firms might not be low levels of R&D expenditures, which are strongly determined by industrial sector, but the widespread presence of working environments that are unable to provide a fertile environment for innovation. If this is the case, European policy makers should make a major effort to develop policy instruments that could stimulate the adoption of ‘pro-innovation’ organisational practice, particularly in countries with poor innovative performance.