| Abstract [eng] |
The fast-moving, volatile pace of the world today requires organisations to be at the top of their game in capturing the market, keeping the market, and keeping up with the competition. Companies that are highly innovative are seen to have an edge over those that are not. Therefore, it is seen that every second company is trying to become innovative. Over the years, the idea of utilizing employees’ experience and expertise to innovate has taken center stage on both organisational and policy levels. However, there are a number of barriers for companies to truly enable employee-driven innovation. Among the many solutions to overcome this issue, organisation innovations are also taking place. In this direction, self-organising firms are leading the restructuring of organisations to put employees at the center of operations and thereby innovation. Self-organisation is implemented in a number of different methods with some companies following holacracy, agile way of working, sociocracy and with some others implementing their own way of self-organisation. Each of these companies has seen a significant improvement in employee motivation and thereby innovation. However, there are very few studies that substantiate the claims made by organisations. Therefore, the research aim of this thesis is to ground the role of self-organisation in overcoming the barriers to employee-driven innovation. |
