Research paper
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11746.202110 - FALL 2020 - ENTERPRISE RISK MANAGEMENT (ITS-835-A01) - FIRST BI-TERM
Week 6 Research Paper
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Submission ID: 4037ae16-6fd1-4e55-9d23-2295d6eaf0e5
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Running head: 1 INNOVATION IMPLEMENTATION 1
INNOVATION IMPLEMENTATION 2
Innovation Implementation
Student Name:
Introduction
Attribution theory is mostly used to analyze the behavior of employees in terms of innovation implementation. Employees' innovation is essential to a company because it explains how a company can adapt to design. They are two kinds of employee attribution: 2 CONSTRUCTIVE INTENTIONALITY AND DECEPTIVE INTENTIONALITY; due to data collection from Korea, along with China organizations have shown that constructive intentionality increases active implementation, ensuring innovation effectiveness and lowering the rate of implementation avoidance deceptive. In contrast, deceptive intentionality lowers the rate of innovation productiveness by increasing the rate of implementation avoidance. This research can help to enrich the organization by having effective innovation implementation.
1 THE BEHAVIOR OF IMPLEMENTATION INNOVATION
Researches on social psychology have shown that deportment is displayed in many processes when individuals square up to social situations (Fiske & Taylor, 2013). Social deportment has been grouped into various types, which include antisocial and prosocial. Prosocial is further classified as role-prescribed and extra-role. Behaviors related to work are grouped into three classes: in-role, extra-role, and counterproductive domains categorized independently with different precursors and results (Parker, Williams, & Turner, 2006). The three domains were tried in the innovation context and came up with three implementation forms: 1 AVOIDANCE, PASSIVE, AND AGILE (ACTIVE).
Active implementation means optional involvement in innovation implementation; it is a form that is considered as self- initiated action; it offers conducive conditions implementing the innovations. Passive implementations mostly deal with organization requirements, which employees must compile with implementation behavior (Chung & Choi, 2018; 1 DUSENBURY, BRANNIGAN, FALCO, & HANSEN, 2003). implementation avoidance, this behavior is when an employee avoids work, lack of attention, and interest in innovation (Dalal, 2005). Employees who are not interested in implementation mostly fail to observe innovation initiatives.
Attribute-based perspectives
In social psychology, the attribution theory deals with the control and prediction of an environment, where individuals try to establish an event (Gilbert, 1998). The search mostly deals with explaining and labeling the events and personal actions that affect behavior and attitude. Casual attribution has a significant influence on individual behavioral reactions to the event, either with expectations or not.
1 FERRIS OBSERVED THAT AN ACTOR'S DEPORTMENT IS EITHER POSITIVE (AUTHENTIC AND SINCERE) OR HARMFUL (SELF-SERVING AND MANIPULATIVE) INTENTIONS. In any organization, employees tend to assign decisions to both motives and intentions. A good example is Nishii, Schneider, and Lepak, who grouped employees' attributions to human resource practices, greatly impacting employee development and service quality. Control- focused attributions harm employees, which involves exploiting them and reducing the cost. 1 THESE ATTRIBUTIONS HAVE EFFECTS ON EMPLOYEES' interpretation of human resources.
Innovation implementation context has attribution to intentionality, which activates employees' 1 SENSE OF INNOVATION ADOPTION. Employees can either positively attribute the organization innovation adoption decision (constructive intentionality) or negatively (deception intentionality). Constructive intentionality involves employee reasoning that the organization adopted an innovation of achieving specific goals like employees' well-being and organization development. Deceptive intentionality means that the employee thinks that the organization plans to exploit them by increasing political power.
1 EFFECTIVENESS OF INNOVATION IMPLEMENTATION
3 THE EMPLOYEES' performance determines the effectiveness of innovation; the employee's consequences have a great impact on the success of an implementation innovation in various ways. The research has shown a secure positive relationship between innovative and proactive behavior (Baer & Frese, 2003). Employees who have the active implementation use a lot of effort to ensure practical innovation by improving the work quality without expecting self- benefits. The study of innovation implementation has also shown that it has divulged a good relationship between innovation and behavior when employees use design effectively. By extracting amenable effort towards implementation, when the employee uses passive performance, it can
positively affect the organization. Implementation avoidance by the employee can stop outcome, which may not be realized, but it hinders the innovation's success. Thus, we propose that implementation behavior should be part of employee's innovation attributions to achieve innovation effectiveness, promote passive and active implementation, and reduce avoidance implementation, ensuring both positive and negative innovation outcomes.
Conclusion
Inconclusion, the work presented in this paper mostly involved an action research study in answering questions and concerns to an organization on the innovation implementation approach's effectiveness. The paper-based reviews literature that forwarded determinants for innovation implementation, an attribution-based perspective that enhances successful innovation implementation, and different types of employee attribution.
Reference
1 BAER, M., & FRESE, M. (2003). 1 INNOVATION IS NOT ENOUGH: CLIMATES FOR INITIATIVE AND PSYCHOLOGICAL SAFETY, PROCESS INNOVATIONS, AND FIRM PERFORMANCE. 4 JOURNAL OF ORGANIZATIONAL BEHAVIOR: 5 THE INTERNATIONAL JOURNAL OF INDUSTRIAL, OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY AND BEHAVIOR, 24(1), 45-68.
Choi, S. 1 Y., CHUNG, G. H., & CHOI, J. N. (2019). 1 WHY DO WE HAVE THIS INNOVATION? EMPLOYEE ATTRIBUTIONS OF INNOVATION AND IMPLEMENTATION BEHAVIOR. SOCIAL BEHAVIOR AND PERSONALITY: 6 AN INTERNATIONAL JOURNAL, 47(7), 1-13.
Dalal, R. S. (2005). 7 A META-ANALYSIS OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND COUNTERPRODUCTIVE WORK BEHAVIOR. 8 JOURNAL OF APPLIED PSYCHOLOGY, 90(6), 1241.
Fiske, S. 1 T., & TAYLOR, S. E. (2013). Social cognition: From brains to culture. Sage.
Parker, S. 1 K., WILLIAMS, H. M., & TURNER, N. (2006). 9 MODELING THE ANTECEDENTS OF PROACTIVE BEHAVIOR AT WORK. 6 JOURNAL OF APPLIED PSYCHOLOGY, 91(3), 636.
Citations (9/9)
2 Another student's paper
3 ProQuest Document
5 https://help.saberr.com/en/articles/3004977-references
6 Another student's paper
7 Another student's paper
8 Another student's paper
9 http://www.europeanjournalofmidwifery.eu/Study-protocol-for-PROMIsE-Implementation-of-a-ncurriculum-to-stimulate- PROactive,94653,0,2.html
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INNOVATION IMPLEMENTATION 1
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+
Employee+attributions+of+innovation...-a0595570233 implementation of the innovation,"
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INNOVATION IMPLEMENTATION 2
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+
Employee+attributions+of+innovation...-a0595570233 implementation of the innovation,"
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THE BEHAVIOR OF IMPLEMENTATION INNOVATION
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Innovation Implementation Behavior
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AVOIDANCE, PASSIVE, AND AGILE (ACTIVE)
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+
Employee+attributions+of+innovation...-a0595570233 active and passive
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DUSENBURY, BRANNIGAN, FALCO, & HANSEN, 2003)
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+ Employee+attributions+of+innovation...-a0595570233
Dusenbury, Brannigan, Falco, & Hansen, 2003)
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FERRIS OBSERVED THAT AN ACTOR'S DEPORTMENT IS EITHER POSITIVE (AUTHENTIC AND SINCERE) OR HARMFUL (SELF-
SERVING AND MANIPULATIVE) INTENTIONS
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+
Employee+attributions+of+innovation...-a0595570233
actor's behavior to positive (authentic and sincere) or negative (self- serving and manipulative) intentions
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THESE ATTRIBUTIONS HAVE EFFECTS ON EMPLOYEES&APOS
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Employee+attributions+of+innovation...-a0595570233 attributions affect employees&apos
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SENSE OF INNOVATION ADOPTION
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+
Employee+attributions+of+innovation...-a0595570233 organization's innovation adoption
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EFFECTIVENESS OF INNOVATION IMPLEMENTATION
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+ Employee+attributions+of+innovation...-a0595570233
Implementation Behavior and Innovation Effectiveness
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BAER, M., & FRESE, M
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+ Employee+attributions+of+innovation...-a0595570233
Baer, M., & Frese, M
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INNOVATION IS NOT ENOUGH
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+ Employee+attributions+of+innovation...-a0595570233
Innovation is not enough
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CLIMATES FOR INITIATIVE AND PSYCHOLOGICAL SAFETY, PROCESS INNOVATIONS, AND FIRM PERFORMANCE
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+ Employee+attributions+of+innovation...-a0595570233
Climates for initiative and psychological safety, process innovations, and firm performance
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Y., CHUNG, G
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Y., Chung, G
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H., & CHOI, J
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H., & Choi, J
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WHY DO WE HAVE THIS INNOVATION
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Why are we having this innovation
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EMPLOYEE ATTRIBUTIONS OF INNOVATION AND IMPLEMENTATION BEHAVIOR
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Employee attributions of innovation and implementation behavior
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SOCIAL BEHAVIOR AND PERSONALITY
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Social Behavior and Personality
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T., & TAYLOR, S
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T., & Taylor, S
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K., WILLIAMS, H
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K., Williams, H
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M., & TURNER, N
Source - https://www.thefreelibrary.com/Why+are+we+having+this+innovation%3F+ Employee+attributions+of+innovation...-a0595570233
M., & Turner, N
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CONSTRUCTIVE INTENTIONALITY AND DECEPTIVE INTENTIONALITY
Source - Another student's paper
deceptive intentionality and constructive intentionality
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( Uploaded - researchpaper_ERM.docx THE EMPLOYEES &APOS Source - ProQuest Document When employees&apos )
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JOURNAL OF ORGANIZATIONAL BEHAVIOR
Source - https://www.ckju.net/en/blog/unlocking-secrets-psychological- safety-what-does-scientific-evidence-tell-us/1281
Journal of Organizational Behavior
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THE INTERNATIONAL JOURNAL OF INDUSTRIAL, OCCUPATIONAL AND ORGANIZATIONAL PSYCHOLOGY AND BEHAVIOR, 24(1), 45-68
Source - https://help.saberr.com/en/articles/3004977-references
The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 24(1), pp.45-68
( Suspected Entry: 99% match Uploaded - researchpaper_ERM.docx AN INTERNATIONAL JOURNAL, 47(7), 1-13 Source - Another student's paper an international journal, 47(7), 1-13 )
( Suspected Entry: 80% match Uploaded - researchpaper_ERM.docx JOURNAL OF APPLIED PSYCHOLOGY, 91(3), 636 Source - Another student's paper Journal of Applied Psychology, 91, 636–652 )
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A META-ANALYSIS OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL CITIZENSHIP BEHAVIOR AND
COUNTERPRODUCTIVE WORK BEHAVIOR
Source - Another student's paper
A Meta-Analysis of the Relationship Between Organizational Citizenship Behavior and Counterproductive Work Behavior
( Suspected Entry: 91% match Uploaded - researchpaper_ERM.docx JOURNAL OF APPLIED PSYCHOLOGY, 90(6), 1241 Source - Another student's paper Journal of Applied Psychology, 90(6), 1241-1255 )
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MODELING THE ANTECEDENTS OF PROACTIVE BEHAVIOR AT WORK
Source - http://www.europeanjournalofmidwifery.eu/Study-protocol-for- PROMIsE-Implementation-of-a-ncurriculum-to-stimulate- PROactive,94653,0,2.html
Modeling the antecedents of proactive behavior at work
