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Social innovation, workplace innovation and
employment: sustainability and the future
of work
Workshop Session I: September 11
Social innovation in the Workplace and the Future of Work: Outcomes
for a social policy agenda in Europe and beyond.
Peter Oeij / TNO, Netherlands
University of Neuchâtel,
Avenue du Premier Mars
26, 2000 Neuchâtel,
Switzerland
This project has
received funding
from the European
Union’s Horizon
2020 research and
innovation
programme under
grant agreement
No 8222293.
Content of my talk
- 1.What is social innovation?
- 2.What is workplace innovation?
- 3.How are both related?
- 4.Some examples
- 5.Future avenues
1. What is social innovation?
Social / societal issues, for example:
Socially innovative interventions
(‘practices’) by individuals,
communities, organisations, PPPs
‘Practices’ such as:
Processes, Services, Products,
Projects, Programmes,
Investments
For specific target groups
Social inclusion
Factors that play an important role for
successful social innovation (Oeij et al., 2019)
• (Initial) stakeholder commitment
• Financial / political support
• Overcoming setbacks Adoption and
• Creating consensus Upscaling
• Availability of staff
• Presence of leadership
• Infrastructure
Social innovation: drivers of social changeSee the project:
2. What is workplace innovation?
WPI =
Attitude
Humanistic view
on labour,
management
and organisation
Employee
engagement
and employee
involvement
Not top
down but
bottom up
Workplace innovation = WPI
Decentralis-
ation not
centralisation
Social
dialogue
Modern manager
Managers understand they
need a integral / holistic
view on their organisation
Structure follows strategy,
And
Culture follows structure
structure
culture
strategy
Modern manager
9
structure culture
strategy
Humanistic management
‘philosophy’:
Decentralise as much as
possible
Production system:
No unneeded division of
labour;
No unneeded bureaucracy;
No unneeded separation of
management tasks from
operations
Secure autonomy
in design of:
Departments; teams; jobs &
tasks
HR system:
Nurtures commitment
Type of leadership:
People centred
&
Bottom up
Organisational behaviour:
High employee involvement
& engagement
Outcome:
Good quality of working life
Good quality of organisational performance
More innovative capability
…structure follows strategy, culture follows structure…
Modern manager
Factors that play an important role for
successful workplace innovation (Howald & Oeij, 2016, pp.5-6)
• Companies can choose their own fitting practices / solutions
• The division labour is either clear or very limited
• Employees behave innovative: they have an active role
• Employees have job autononomy and a participative role
• Companies can decide about their organisational model
• The initiators are sometimes bottom-up or top-down; and
sometimes driven by people motives or market motives
• The proces of implementation is sometimes participatory and
supported by employees and sometimes it is not
“Workplace innovation in European companies”, 2015
High level of
WPI-
mindedness
See the project:
3. How are social innovation and workplace innovation related?
Relation social and workplace innovation (1)
• Humanistic viewpoint
• SI: improve the situation of citizens and communities
• WPI: employee engagement & involvement
• Capability approach
• SI: basis is what people can do themselves
• WPI: optimize the human use of talents
• Design science
• SI: involve the target group by development and implementation of practices
• WPI: basis is a root cause analysis and structural redesign of the organisation
• 1] ‘social innovation of employment’
can facilitate entering the labour market
• 2] ‘workplace innovation’ supports to
develop one’s talents and mobility
within organisations
• 3] Both SI and WPI can help to foster
one’s sustainable employability on the
labour market in general.
Relation social and workplace innovation (2)
>>essentially: skill development by
experience, training / education and
offering the opportunity by employers
4. Examples connecting SI and WPI
Examples Social Innovation Workplace Innovation Result
Social Impact GmbH (GE) Support start-up of social
enterprises by funding /
consultancy
Creates jobs for both SIG as for
the start-ups
Several 1000s start-up realised
ISMEK Learning Centre (TU) Educating women for labour
market
Creating entrance option to
labour market
235 learning centres, reaching
4.8 million persons
Mama Works (RU) Give mothers education to start
own business
a.o. creating clothing
manufacture run by these
mothers
3.500 applications processed;
2,400 hours of training delivered
Xiezhi Hotel (CH) Support university graduates to
find employment in ‘big city’
Connecting demand and supply
of the urban labour market
In 8 years 30,000 graduates and
hundreds of companies were
served
Novra Iskra (CR) Young designers network /
platform to carry out projects and
build experience
Skills development and job
matching
In 3 years 120 educational
trajectories and 9,000
beneficiaries and topics
Source: SOCIAL INNOVATION IN EMPLOYMENT: CASE STUDY RESULTS (Oeij et al., SI-DRIVE, 2017)
5. Future avenues
Connecting social and workplace innovation
• Link societal goal (inclusiveness) to work possibilities
• Link public value to economic value
• Help companies to create job and training opportunities
• Set up a tax system that motivates employers to engage job seekers
• Enhance internal job mobility so that jobs come free at the bottom
• Develop eco-systems in which organisations can share and exchange
employees and where job seekers can get experience
• Always combine social elements with (technological / business model)
innovation
• Reward employers who have an eye for integrating social elements
…require
social
practices
.. that combine public,
social and economic
values as goals, with a
focus on…
Resulting in
innovations leading to
social inclusion and
meaningful economic
participation
Social
problems…
Summarising
enhancing
human
capabilities
…and creating
organisational
opportunities
for work and
training
References
-Dhondt, S. and P. Oeij. “Social innovation related to innovation in management studies”. In Theoretical approaches to social innovation
– A critical literature review (pp.122-150), edited by J. Howaldt, A. Butzin, D. Domanski and C. Kaletka. Dortmund: SI-Drive [EU Seventh
Framework Programme], September 2014.
-Howaldt, Jürgen and Oeij, Peter R.A. (Eds.) (2016). Workplace innovation – Social innovation: Shaping work organisation and working
life. Special issue of World Review of Entrepreneurship, Management and Sustainable, Issue, 12, Vol. 1, pp. 1-129.
-Oeij, P. (2016). Workplace Innovation as a Form of Social Innovation in the Workplace. Presentation at the European Centre for Social
Welfare Policy and Research, Vienna, 12 July 2016.
-Oeij, P., Dhondt, S., Pot, F., Totterdill, P. (2018). Workplace innovation as an important driver of social innovation. In: Howaldt, J.,
Kaletka, C., Schröder, A., Zirngiebl, M. (eds), Atlas of Social Innovation – New Practices for a Better Future (pp. 54-57). Dortmund:
Sozialforschungsstelle, TU Dortmund.
-Oeij, P., Dhondt, S., Torre, W. van der (2018). Linking practice fields of social innovations in the domain of employment. In: Howaldt, J.,
Kaletka, C., Schröder, A., Zirngiebl, M. (eds.), Atlas of Social Innovation – New Practices for a Better Future (pp. 173-175). Dortmund:
Sozialforschungsstelle, TU Dortmund.
-Oeij, P.R.A., Rus, D., Dhondt, S. & Van Hootegem, G. (Eds) (2019). Workplace innovation in the era of disruptive technologies. Special
Issue of International Journal of Technology Transfer and Commercialisation.16(3), 199-309. DOI: 10.1504/IJTTC.2019.10021355
-Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice, Series 'Aligning Perspectives on
Health, Safety and Well-Being’. Springer: Cham (Switzerland); DOI 10.1007/978-3-319-56333-6; ISBN 978-3-319-56332-9.
-Oeij, P.R.A., Van der Torre, W., Vaas, S., & Dhondt, S. (2019). Understanding Social Innovation as an innovation process: Applying the
Innovation Journey model. Journal of Business Research, 101(8), 243-254. https://doi.org/10.1016/j.jbusres.2019.04.028
-Pot, F., Dhondt, S. & Oeij, P. (2012), Social innovation of work and employment. In: Franz, H-W. and Hochgerner, J. (Eds.), Challenge
Social Innovation (pp. 261-274). Berlin: Springer.
-Pot, F., Dhondt, S., Oeij, P., Rus, D., & Totterdill, P. (2019). Complementing digitalisation with workplace innovation. In: Atlas of Social
Innovation II, 2019.
[Available on request: peter.oeij@tno.nl]
Thank you for your attention!
• Peter Oeij [peter.oeij@tno.nl] www.beyond4-0.org

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Social innovation, workplace innovation and employment: sustainability and the future of work

  • 1. Social innovation, workplace innovation and employment: sustainability and the future of work Workshop Session I: September 11 Social innovation in the Workplace and the Future of Work: Outcomes for a social policy agenda in Europe and beyond. Peter Oeij / TNO, Netherlands University of Neuchâtel, Avenue du Premier Mars 26, 2000 Neuchâtel, Switzerland This project has received funding from the European Union’s Horizon 2020 research and innovation programme under grant agreement No 8222293.
  • 2. Content of my talk - 1.What is social innovation? - 2.What is workplace innovation? - 3.How are both related? - 4.Some examples - 5.Future avenues
  • 3. 1. What is social innovation?
  • 4. Social / societal issues, for example: Socially innovative interventions (‘practices’) by individuals, communities, organisations, PPPs ‘Practices’ such as: Processes, Services, Products, Projects, Programmes, Investments For specific target groups Social inclusion
  • 5. Factors that play an important role for successful social innovation (Oeij et al., 2019) • (Initial) stakeholder commitment • Financial / political support • Overcoming setbacks Adoption and • Creating consensus Upscaling • Availability of staff • Presence of leadership • Infrastructure Social innovation: drivers of social changeSee the project:
  • 6. 2. What is workplace innovation?
  • 7. WPI = Attitude Humanistic view on labour, management and organisation Employee engagement and employee involvement Not top down but bottom up Workplace innovation = WPI Decentralis- ation not centralisation Social dialogue Modern manager
  • 8. Managers understand they need a integral / holistic view on their organisation Structure follows strategy, And Culture follows structure structure culture strategy Modern manager
  • 9. 9 structure culture strategy Humanistic management ‘philosophy’: Decentralise as much as possible Production system: No unneeded division of labour; No unneeded bureaucracy; No unneeded separation of management tasks from operations Secure autonomy in design of: Departments; teams; jobs & tasks HR system: Nurtures commitment Type of leadership: People centred & Bottom up Organisational behaviour: High employee involvement & engagement Outcome: Good quality of working life Good quality of organisational performance More innovative capability …structure follows strategy, culture follows structure… Modern manager
  • 10. Factors that play an important role for successful workplace innovation (Howald & Oeij, 2016, pp.5-6) • Companies can choose their own fitting practices / solutions • The division labour is either clear or very limited • Employees behave innovative: they have an active role • Employees have job autononomy and a participative role • Companies can decide about their organisational model • The initiators are sometimes bottom-up or top-down; and sometimes driven by people motives or market motives • The proces of implementation is sometimes participatory and supported by employees and sometimes it is not “Workplace innovation in European companies”, 2015 High level of WPI- mindedness See the project:
  • 11. 3. How are social innovation and workplace innovation related?
  • 12. Relation social and workplace innovation (1) • Humanistic viewpoint • SI: improve the situation of citizens and communities • WPI: employee engagement & involvement • Capability approach • SI: basis is what people can do themselves • WPI: optimize the human use of talents • Design science • SI: involve the target group by development and implementation of practices • WPI: basis is a root cause analysis and structural redesign of the organisation
  • 13. • 1] ‘social innovation of employment’ can facilitate entering the labour market • 2] ‘workplace innovation’ supports to develop one’s talents and mobility within organisations • 3] Both SI and WPI can help to foster one’s sustainable employability on the labour market in general. Relation social and workplace innovation (2) >>essentially: skill development by experience, training / education and offering the opportunity by employers
  • 15. Examples Social Innovation Workplace Innovation Result Social Impact GmbH (GE) Support start-up of social enterprises by funding / consultancy Creates jobs for both SIG as for the start-ups Several 1000s start-up realised ISMEK Learning Centre (TU) Educating women for labour market Creating entrance option to labour market 235 learning centres, reaching 4.8 million persons Mama Works (RU) Give mothers education to start own business a.o. creating clothing manufacture run by these mothers 3.500 applications processed; 2,400 hours of training delivered Xiezhi Hotel (CH) Support university graduates to find employment in ‘big city’ Connecting demand and supply of the urban labour market In 8 years 30,000 graduates and hundreds of companies were served Novra Iskra (CR) Young designers network / platform to carry out projects and build experience Skills development and job matching In 3 years 120 educational trajectories and 9,000 beneficiaries and topics Source: SOCIAL INNOVATION IN EMPLOYMENT: CASE STUDY RESULTS (Oeij et al., SI-DRIVE, 2017)
  • 17. Connecting social and workplace innovation • Link societal goal (inclusiveness) to work possibilities • Link public value to economic value • Help companies to create job and training opportunities • Set up a tax system that motivates employers to engage job seekers • Enhance internal job mobility so that jobs come free at the bottom • Develop eco-systems in which organisations can share and exchange employees and where job seekers can get experience • Always combine social elements with (technological / business model) innovation • Reward employers who have an eye for integrating social elements
  • 18. …require social practices .. that combine public, social and economic values as goals, with a focus on… Resulting in innovations leading to social inclusion and meaningful economic participation Social problems… Summarising enhancing human capabilities …and creating organisational opportunities for work and training
  • 19. References -Dhondt, S. and P. Oeij. “Social innovation related to innovation in management studies”. In Theoretical approaches to social innovation – A critical literature review (pp.122-150), edited by J. Howaldt, A. Butzin, D. Domanski and C. Kaletka. Dortmund: SI-Drive [EU Seventh Framework Programme], September 2014. -Howaldt, Jürgen and Oeij, Peter R.A. (Eds.) (2016). Workplace innovation – Social innovation: Shaping work organisation and working life. Special issue of World Review of Entrepreneurship, Management and Sustainable, Issue, 12, Vol. 1, pp. 1-129. -Oeij, P. (2016). Workplace Innovation as a Form of Social Innovation in the Workplace. Presentation at the European Centre for Social Welfare Policy and Research, Vienna, 12 July 2016. -Oeij, P., Dhondt, S., Pot, F., Totterdill, P. (2018). Workplace innovation as an important driver of social innovation. In: Howaldt, J., Kaletka, C., Schröder, A., Zirngiebl, M. (eds), Atlas of Social Innovation – New Practices for a Better Future (pp. 54-57). Dortmund: Sozialforschungsstelle, TU Dortmund. -Oeij, P., Dhondt, S., Torre, W. van der (2018). Linking practice fields of social innovations in the domain of employment. In: Howaldt, J., Kaletka, C., Schröder, A., Zirngiebl, M. (eds.), Atlas of Social Innovation – New Practices for a Better Future (pp. 173-175). Dortmund: Sozialforschungsstelle, TU Dortmund. -Oeij, P.R.A., Rus, D., Dhondt, S. & Van Hootegem, G. (Eds) (2019). Workplace innovation in the era of disruptive technologies. Special Issue of International Journal of Technology Transfer and Commercialisation.16(3), 199-309. DOI: 10.1504/IJTTC.2019.10021355 -Oeij, P. R.A., Rus, D. and Pot F.D. (eds) (2017). Workplace Innovation: Theory, Research and Practice, Series 'Aligning Perspectives on Health, Safety and Well-Being’. Springer: Cham (Switzerland); DOI 10.1007/978-3-319-56333-6; ISBN 978-3-319-56332-9. -Oeij, P.R.A., Van der Torre, W., Vaas, S., & Dhondt, S. (2019). Understanding Social Innovation as an innovation process: Applying the Innovation Journey model. Journal of Business Research, 101(8), 243-254. https://doi.org/10.1016/j.jbusres.2019.04.028 -Pot, F., Dhondt, S. & Oeij, P. (2012), Social innovation of work and employment. In: Franz, H-W. and Hochgerner, J. (Eds.), Challenge Social Innovation (pp. 261-274). Berlin: Springer. -Pot, F., Dhondt, S., Oeij, P., Rus, D., & Totterdill, P. (2019). Complementing digitalisation with workplace innovation. In: Atlas of Social Innovation II, 2019. [Available on request: peter.oeij@tno.nl]
  • 20. Thank you for your attention! • Peter Oeij [peter.oeij@tno.nl] www.beyond4-0.org