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Organization of Work and Innovative Perfomance EU15 Lundvall

Organization of Work and Innovative Perfomance EU15 Lundvall

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Published by: Glauka on Oct 05, 2009
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09/04/2010

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www.druid.dkDRUID Working Paper No. 06-14The Organization of Work and Innovative Performance:A comparison of the EU-15By
 
Anthony Arundel, Edward Lorenz, Bengt-Åke Lundvall andAntoine Valeyre
 
 
www.druid.dk
The Organization of Work and Innovative Performance:A comparison of the EU-15
Anthony Arundel
MERIT – United Nations University
Edward Lorenz
University of Nice – CNRSCorresponding authorTel.: +33-4-93.95.42.63E-mail:Lorenz@idefi.cnrs.fr
 Bengt-Åke Lundvall
Aalborg University
Antoine Valeyre
Centre for Employment Studies - CNRS
Abstract:
It is widely recognised that while expenditures on research and development are important inputs tosuccessful innovation, these are not the only inputs. Further, rather than viewing innovation as alinear process, recent work on innovation in business and economics literatures characterises it as acomplex and interactive process involving multiple feedbacks. These considerations imply thatrelevant indicators for innovation need to do more than capture material inputs such as R&Dexpenditures and human capital inputs.The main contribution of this paper is to develop EU-wide aggregate measures that are used toexplore at the level of national innovation systems the relation between innovation and theorganisation of work. In order to construct these aggregate measures we make use of micro datafrom two European surveys: the third European survey of Working Conditions and the thirdCommunity Innovation Survey (CIS-3). Although our data can only show correlations rather thancausality they support the view that how firms innovate is linked to the way work is organised topromote learning and problem-solving.
Key words:
National innovation systems, measuring, methodoogy
JEL Codes:
O31, O52
ISBN 87-7873-205-0
 
 
1. Introduction
It is widely recognised that while expenditures on research and development and the skills of scientists and engineers with third-level training are important inputs to successful innovation, theseare not the only inputs. Developing new products and services also depends critically on the skillsdeveloped by employees on-the-job in the process of solving the technical and production-relatedproblems encountered in testing, producing, implementing and marketing new products andprocesses. Developing these sorts of skills in turn depends not just on the quality of formaleducation, but also on having the right organisational structures and work environments. Workenvironments need to be designed to promote learning through problem solving and to encouragethe effective use of these skills for innovation.Further, rather than viewing innovation as a linear process, recent work on innovation in businessand economics literatures characterises it as a complex and interactive process involving multiplefeedbacks between different services and functions as well as manifold interactions with customersand suppliers (Freeman 1986; Lundvall 1988; Rosenberg 1982; Kline and Rosenberg, 1985;Nonaka, 1994). The development of new products and processes will depend not only on theresources allocated directly to R&D and design work. Innovating producers need to interact andlearn from early adopters within or outside the innovating organisation. Factors that block or slowdown innovation may be located down-stream and reflect rigid organisational frameworks that givelimited incentives for employees to take part in and contribute to the innovation process.These considerations imply that relevant indicators for innovation need to do more than capturematerial inputs such as R&D expenditures and human capital inputs such as the quality of theavailable pool of skills based on the number of years of education. Indicators also need to capturehow these material and human resources are used and whether or not the work environmentpromotes the further development of the knowledge and skills of employees. Despite the wideacceptance of these views, there exists very little quantitative survey-based research focussing onorganisational environments that promote learning and innovation.
1
To our knowledge, there existno EU-wide studies of this nature.
1
A notable exception is work based on the DISKO survey for Denmark. See Laursen and Foss, 2003; Nielsen andLundvall, 2006; and Jensen et al., 2005.
1

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