Four Persona’s give Insight into Employees With and Without Innovative Work Behaviour

Four Persona’s Give Insight into Employees With and Without Innovative Work Behaviour

A white paper based on data of 7.5 years PhD research

Author: dr. Henk Jan van Essen

Henk Jan van Essen is lecturer Business Administration and Research at Saxion University of Applied Sciences in the Netherlands. Before this position, he worked for 36 years as a manager and director in several profit and non-profit organisations, mostly in healthcare. During his professional career, he became interested in bottom-up innovation, which is crucial in his experience in change processes. He wrote his PhD thesis on Innovation Energy and defended his study successfully at the University of Twente in 2024 (Van Essen, 2024b).

Introduction

During the period of seven and a half years (2016-2024) the author of this white paper did PhD research on employees with Innovative Work Behaviour (IWB) in two technical profit companies and one nonprofit University of Applied Sciences in the Netherlands. The research focus was on the innovation energy of these kind of employees. The outcome of the research was that these employees have stamina, a result drive and a creative flow during their IWB, which fosters a cybernetic stability in the innovation process with many obstacles (van Essen, 2024a).

Using the data of the two case studies in the profit organisations, four personas were constructed. Three personas of employees demonstrating IWB and innovation energy and one persona of an employee who does not demonstrate IWB and innovation energy, with a high task motivation for exploitation activities instead of exploration. These persona’s provide a deeper insight into aspects as how employees with IWB grew up, think and work. This can be helpful in the HRM practice in recognising and supporting employees with IWB in order to stimulate bottom-up innovation and have at the same time attention for exploration and exploitation activities in an organisation.

Theoretical Context

Several industrial revolutions and recent challenges such as the COVID-19 pandemic, global environmental concerns, fossil fuel shortages, and worldwide geopolitical tensions indicate that companies need to provide innovation-stimulating conditions. The awareness has grown that use of ideas from employees and customers is urgent in innovation (Guterres, 2020; Schroder, 2020).

Previous studies suggest that management can create a supportive environment for innovation but that innovative ideas typically originate from talented employees (Mumford, 2000; Tang, 1998; Nijhof et al., 2002). Employees who possess creativity, marked by varied backgrounds, experiences, and activities, are capable of developing, implementing, responding to, and adjusting ideas within the socio-political dynamics of an organisation (Van De Ven, 1986).

The concept of Innovative Work Behaviour (IWB) has been thoroughly studied since Scott and Bruce (1994) as founders highlighted its significance of this construct. Dorenbosch et al. (2005) classified IWB into two primary dimensions: creativity-oriented work behaviour (in our model, see figure 1, named: development- oriented work behaviour) and implementation-oriented work behaviour. They further broke these dimensions down into four stages as subdimensions, which are: problem recognition, idea generation, idea promotion, and idea realisation.

In demonstrating IWB the employees use innovation energy, which is an energetic power possessing stamina, a results-driven attitude and flow in the total IWB process (van Essen, 2024a). This energy converts the personal innovation properties creativity, psychological empowerment and optimism of employees into IWB and is mutually influenced by five working mechanisms which are: ‘(1) the individual mechanism where the person finds the energy in themselves leading towards IWB with or without the other working mechanisms, (2) the work design autonomy mechanism where the individual energy shapes and is shaped by the tasks with various levels of perceived autonomy, (3) the team mechanism where the person’s energy influences the collective team behaviours and vice versa, (4) the leadership mechanism where the innovation energy affects and is affected by leadership and (5) the external mechanism where the person’s energy influences the external stakeholders and vice versa’(Van Essen, 2024b, p. 17). The employee with IWB have a cybernetic role in the innovation process as a stabilising factor in all the obstacles which has to be overcome(Van Essen, 2024b).This IWB process is visualised in figure 1.

Figure 1. The IWB model (Van Essen, 2024b)

Illustrations are not included in the reading sample

Method

Four personas were constructed using the data from the PhD research to gain a more personalised picture of the employee with IWB. Personas are originally created in the marketing world. A development team creates an imaginary person, which is helpful in commercial design choices. It is a life-like model that can be targeted by commercial organisations in the purchase process of a product (Howard, 2015). We used this marketing method in the HRM domain in order to create personas for HRM purposes.

Using data from our research, we conducted further fully inductive in-depth interviews with six interviewees from two profit case organisations. These interviewees were initially interviewed abductively about their IWB and innovation energy, based on a sensitising conceptual model which developed into the IWB model presented in figure 1. These additional in-depth interviews were carried out with interviewees who provided rich data in the research, which we could recognise in the coding process of the transcripts using the software, Atlas Ti. The fictive personas will be illustrated with real coded quotes in this white paper.

Personas

These inductive and abductive interviews enabled the creation of three fictive personas demonstrating IWB and one fictive persona without demonstrating IWB. The four personas provide a more personalised picture, which can be helpful for the reader to visualise the spectrum of employees with and without IWB. This can be helpful in daily managerial and HRM practice, in identifying and facilitating employees with and without IWB, and assigning them roles that are suited to their competencies.

The four personas are described below as male and female employees but should be assumed to have a gender-neutral composition. The names and avatars are fictitious.

Persona one Nina - Academically, PhD educated, age 50 years, radically innovative employee showing four stages of IWB, working in a technical R&D department

Nina works in a R&D unit of a large medical and technical research organisation and shows all four stages of IWB (Dorenbosch et al., 2005). The stage she displays at any one time mostly depends on the task at hand and the phase of the innovation. However, she can easily switch from one stage to another. Nina has been creative all her life: at school, at work, and in her personal life. She has creative thinking skills, is optimistic, and has remarkably high intrinsic task motivation. With this task motivation, she obtained a PhD and studied at several universities. In the family she grew up in, there was a lot of love and interest in her own development, which gave her an elevated level of self-esteem. Her parents were academics and encouraged looking at the world through a scientific lens.

After high school, she decided that the university of her choice did not necessarily have to be in the country she was living in. Her parents encouraged this broad international scope and were able and willing to fund this ambition. The university must be an educational institution that best suits the topics she is interested in and must have an internationally high standard. Her workplace was chosen for the same reason. In searching for a job, Nina employed an international perspective and looked outside the borders of her original profession as a medical specialist and area of residence.

This is why she also enjoys working internationally and in a multidisciplinary environment, where she can learn from her colleagues. She also likes to work standalone, whereby her slogan is:“If you want to go further, go together, but if you want to go fast, go alone”. In this way, she created a high level of expertise on her own but also gathered useful knowledge from others in several teams she worked in. Of course, she prefers a good salary, but that is not her main motivation. She does not need a bonus to encourage hard work. It is the meaningfulness of the research outcome for which she works. Furthermore, the impact of her own creative thinking skills and expertise on the team’s overall innovation process inspires her. This means she enjoys influencing the result. She works with a high level of self-efficacy.

She likes her boss to support her with finding funding for research, creating support in the organisation for innovation, or assisting with the implementation process. Nina once said, “As a researcher, you don’t need the opinion of the boss, but you need the direction.”Her level of self-determination depends on how many rules and procedures she must follow in the organisation to bring her invention to a successful innovation. She does not like bureaucracy. Sometimes, colleagues recognise the important impact that her work can have and assist her with the required bureaucracy. Her boss even shields her from the rules and procedures of the entire organisation and provides more room for autonomy than officially allowed. She is not interested in looking for loopholes in the rules and knows that her boss will support her in helping to get the idea through the management approval process. If her boss is not helpful, Nina searches for another route to bring the innovation to the right place in the organisation. She may wait for a better moment to present her ideas, while continuing to work on them in the meantime. If she cannot find a way, and this happens more often with other bright ideas, she changes her working position, either within or outside the company.

If Nina needs to promote the idea with substantive arguments based on expertise, she feels very empowered and enjoys a great deal of self-esteem in this promotion. She says, “No guts, no glory”. And because innovations take a lot of time and patience, Nina tends to see the“glass as half full rather than half empty”, reflecting her optimistic nature. Although she is a hardworking woman and does not look at the clock when she is working, she also pays attention to her family and personal life. If she cooks, she likes new, international, and sometimes difficult recipes. Activities in her free time can be explorative and innovative but do not necessarily have to be. In this way, there is a balance in her life.

Persona Two: David - Master’s-educated, age 40 years, process-innovative employee, demonstrating the first three stages of IWB, working in an operational IT team

David grew up in a family that embraced new developments. In his youth, home computers had just been introduced, and his father purchased a Commodore, encouraging David to experiment with the new technology. His father taught him the basics of computer programming.

At school, David wasn’t seen in the best light by his teachers. He socialised with his classmates, but he had his own distinct ideas about what was worth studying. Independent and selfassured, he made his own choices, almost as if he were programming his own mind. David was a quiet, dreamy boy, and he loved science fiction films such as Weird Science, War Games, Star Wars, Star Trek, and Battlestar Galactica. Although he went to high school, he only just scraped through with enough grades to graduate. Meanwhile, his knowledge of computers continued to grow. He attended an open day for the computer science programme at Utrecht, but due to poor organisation, he ended up at an astronomy course introduction. Later, he chose the computer science programme at a university because of its professional atmosphere and welcoming environment.

A good atmosphere is an important factor for David when making life decisions. He likes the house he shares with his family, and one of the reasons he hasn’t looked for a new one is that the process would be too much hassle, which he can’t use because his head has to be free for the creative innovation process.“If it’s good, you don’t need to change it,”he says, and that certainly applies to his current home. Although he could afford a larger house, he sees no reason to move. Similarly, David is innovative and enjoys especially new things, but he often revisits the same campsites for holidays because the family is content there. He changed his first job when it began leaning too much towards commercial consulting. David enjoys developing things and improving processes, but not the sales aspect of innovations. This is why he only discussed the first three stages of IWB - problem recognition, idea generation, and promotion - leaving out the implementation phase. With a smile, he explained,“I don’t have sales qualities; as a child, I sold my Dinky toy at a children’s flea market for far too low a price. I wasn’t interested in profit.”

David has worked in an IT company for over ten years, joining as its thirteenth employee when the company was founded, at the age of thirty. The company now has got more than 1000 employees. The founders asked him to help with various activities, both in computer programming and process optimisation. He recognised that teamwork is key to the company’s success but also learned that knowledge sharing plays an important role in the company’s growth. He took the initiative to organise a company-wide conference where employees could present and discuss their innovative ideas with colleagues from other teams and divisions. He also created educational programmes for new employees without an IT background, convinced that a diverse team is crucial for success. David is not afraid to voice his opinions on products or processes. For example, he influenced the decision to discontinue certain products at the end of their life cycle.

David enjoys working for the company, and although he knows he could earn more elsewhere due to his seniority, money is not his main motivation. While he would like to earn more to support his family, he is driven by the work itself, the company’s atmosphere, and the societal impact of the innovations he helps create. He is not considering changing jobs in the foreseeable future. Like his father, David aims to be a role model for his children, demonstrating intrinsic motivation for change and valuing family time and a positive atmosphere at home.

Persona Three: John - Bachelor’s-educated, age 26 years, incrementally innovative, recent graduate, demonstrating four stages of IWB, working in an operational IT team

John has been interested in creativity for as long as he can remember. However, his creativity is more intellectual than artistic. His parents have physically demanding jobs, but John always knew he didn’t want to pursue that type of work. He doesn’t see himself as particularly ambitious in terms of climbing the career ladder, nor does he aspire to become a manager or director. John is social and enjoys spending time with friends, but he often feels his perspective on the world is different from theirs. He is a clever young man and attended a bilingual high school, motivated by a desire to speak fluent English as he began experimenting with ICT. He recognised early on that English is essential in the tech world. John enjoys playing computer games, creating websites, and helping family members with computer problems.

Despite excelling academically, John was unhappy at high school. Many of his classmates attended the bilingual school for ambitious reasons, either self-motivated or pushed by their parents, which made it difficult for John to form genuine friendships. Seeking a more authentic experience, he switched to a different school, where he immediately felt much happier. His parents respected his decisions, offering him the freedom to choose his path. This trust bolstered his self-esteem, helping him develop the self-efficacy that would serve him well later in his career.

John chose not to attend a research university but opted for a university of applied sciences to study ICT, focusing on practical skills rather than theoretical knowledge. He initially considered pursuing a master’s degree, but after an internship at a dynamic and young company, he realised this was the direction he wanted to follow. He enjoys the freedom in his current role, the friendships he shares with many colleagues of his age, and the many opportunities to improve his IT skills. His progress has been rapid, and his creativity combined with social skills has made him popular with both clients and colleagues.

John’s boss believes in his innovative potential and supports him in his development. John doesn’t have grand plans for the future; his main goal is to continue improving as a developer.

“I don’t work for the money,” he says. “It’s nice to earn something extra, but when you’re twenty-three, it’s not a priority.” Occasionally, he dreams of becoming a successful entrepreneur, but the financial risks associated with such a decision deter him. John feels he can be an intrapreneurial within his current role, and perhaps in the future, he will find a business partner who can bring the market-oriented entrepreneurial skills and courage he lacks, “like Steve Jobs did” he said. He has a large network, so this possibility could materialise at some point.

Though John works tirelessly on IT processes, he also dreams of starting a family, with time for both his friends and children. This raises a dilemma for him: can he combine this future with entrepreneurship? For now, he is content with his job and the rapid growth he is experiencing. “What gives me incredible energy every morning is improving things, every single time,”John says.

Persona Four: Michel - Master’s-educated, age 50 years, employee with high task motivation for ongoing activities, with no IWB, working in a client service department of an IT company

Michel was born on a farm, where work and living were inseparable. His family did not need luxury and worked hard with love and respect for each other. Michel’s father occasionally introduced improvements to farm processes and read about innovations, but he would only adopt a new idea if it was fully proven. Michel respects this approach and has a similar attitude. He is social and enjoys spending time with friends but does not often think about making changes or improvements.

Michel is interested in innovations but would never suggest disruptive ideas. He is intelligent, yet took a steady approach to his education. After high school, he earned a bachelor’s degree in management and law but realised he did not want to pursue a managerial career due to the stress. His interest then shifted to IT, so he went on to study business administration and IT at a university. He eventually started working as an analyst in an IT company, where he became more interested in processes and found great satisfaction in helping colleagues and clients with their daily issues. Over the course of 11 years, Michel has grown in this role. While his peers have moved on to other jobs, Michel remains content.“I do all sorts of things behind the scenes so others can do their jobs,”he says, adding, “I’m the oil of the company.” The company created a service team leader position for him, but he believes the title doesn’t fully capture the scope of his work.

At home, Michel is a devoted family man who never brings work home with him. Holidays are always well-organised, and he avoids taking risks. When you talk to Michel, you feel calm, as if he’s taking care of everything. In a company filled with young, innovative employees, Michel’s contributions are vital, even though he prefers not to seek praise for his work. At home, Michel contemplates whether to invest in solar panels. They seem beneficial for both nature and finances, but he takes his time before making a decision, wary of future developments that might render his choice obsolete - a cautious approach much like his father’s.

Interpretation

These personas demonstrate a connection between the way individuals are raised and their capacity for innovation or exploration. Those with IWB are actively engaged in innovation processes and select educational paths that allow them to fulfil innovative roles. They derive intrinsic motivation from the impact and meaningfulness of their work rather than seeking managerial positions or higher salaries. Throughout their upbringing, their parents and later their colleagues and managers have provided them with the support and freedom to develop their innovative capabilities. Even in less supportive environments, their psychological empowerment, creativity, and optimism allow them to continue pursuing innovative work.

In contrast, Michel, who lacks IWB, was raised in a more risk-averse family. This cautious approach is reflected in his own life choices, both in his family and his career. Nonetheless, he plays a crucial role in supporting innovation, particularly in ensuring the smooth running of daily operations and providing excellent customer service. These tasks are essential to allow innovators the freedom to focus on exploration and invention, which in turn generates the funding necessary to bring innovations to market.

Practical Implications

The personas highlight that it is more important to create the right conditions for employees with IWB and to recognise their contributions than to offer high salaries or bonuses. These employees are satisfied with market-conforming pay but are primarily motivated by the impact and meaningfulness of their work, as well as the recognition they receive from their environment. In one case study, we observed that only one of the employees in a facilitating department demonstrated IWB, yet this department played a vital role in the overall innovation process. Similarly, in a profit- oriented organisation, employees motivated by exploitation activities - as opposed to exploration - are equally essential. Without their support, inventions would not be able to transition into successful innovations.

Our research indicates that more investigation is needed into the relationship between employees with and without IWB. A key question is whether every innovative team needs certain individuals without IWB to optimise the innovation process. This is reflected in the personas as well. Our findings are consistent with the work of Tushman and O’Reilly (2002), who discussed ambidextrous organisations and the need to separate exploration and exploitation from a process perspective. Caniels and Veld (2016) also highlighted that when employees are proficient in both explorative and exploitative activities, it enhances IWB. The data from our study further suggests that managers should take into account individual preferences and abilities when supporting innovation. Future research should investigate whether exploitation activities play a role in supporting IWB and innovation energy(Van Essen, 2024b).

Bibliography

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Details

• Hochschule: University of Twente
• Autor: Dr. Henk Jan van Essen (Autor:in)
• Erscheinungsjahr: 2024
• Seiten: 8
• Katalognummer: V1525573
• ISBN (eBook): 9783389097274
• Sprache: Englisch
• Schlagworte: Innovative Work Behaviour Innovation Energy Case study