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Workplace Social Networks and Autono...

Edgar, W. Daniel.

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Workplace Social Networks and Autonomous Individual Innovation by Automotive Salespeople.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Workplace Social Networks and Autonomous Individual Innovation by Automotive Salespeople./
作者:	Edgar, W. Daniel.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2017,
面頁冊數:	154 p.
附註:	Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.
Contained By:	Dissertation Abstracts International78-09A(E).
標題:	Organizational behavior. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10278131
ISBN:	9781369745801

Workplace Social Networks and Autonomous Individual Innovation by Automotive Salespeople.
Edgar, W. Daniel.

Workplace Social Networks and Autonomous Individual Innovation by Automotive Salespeople. - Ann Arbor : ProQuest Dissertations & Theses, 2017 - 154 p.

Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.

Thesis (Ph.D.)--Fielding Graduate University, 2017.

Organizations, and society in general, count on innovation to solve problems ranging from climate change to finding faster, cheaper, and better ways to run fast-food restaurants. Many organizations rely on hierarchical, top-down, control-oriented leadership to manage innovations. This study explored an alternative phenomenon observed in practice, where frontline service workers innovate without approval from either hierarchical superiors or peers.

ISBN: 9781369745801Subjects--Topical Terms:

516683
Organizational behavior.

Workplace Social Networks and Autonomous Individual Innovation by Automotive Salespeople.
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500 $a Source: Dissertation Abstracts International, Volume: 78-09(E), Section: A.
500 $a Adviser: Mary E. McCall.
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520 $a Organizations, and society in general, count on innovation to solve problems ranging from climate change to finding faster, cheaper, and better ways to run fast-food restaurants. Many organizations rely on hierarchical, top-down, control-oriented leadership to manage innovations. This study explored an alternative phenomenon observed in practice, where frontline service workers innovate without approval from either hierarchical superiors or peers.
520 $a Thirty-one semi-structured interviews and an organizational network analysis survey completed by 76 automotive salespeople and their managers at five new and used car dealerships in the southern USA provided the data. The interviews sought to understand the relationship between performance and innovation, and innovation adoption by comparing and contrasting perspectives of high-performing and average-performing salespeople, as well as their managers. The network analysis illuminated how structural and demographic connection may be related to innovation adoption. A proposed conceptual model of how autonomous innovation develops was also generated.
520 $a The conceptual model includes antecedents, processes, and consequences of how autonomous innovation develops. Study data indicated that high-performing salespeople in this study were deliberately and autonomously innovative, while managers did not encourage average performers to use high performers as role models. The study provides practical implications for organizations, leaders, and innovations managers, as well as recommendations for future research.
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