Short answer
Design processes should not end at deployment; actively solicit and integrate user-driven innovations that emerge from practical system application.
- Field
- Innovation & Design
- Source
- White Rose eTheses Online (University of Leeds, The University of Sheffield, University of York) (2020)
- Method
- Grounded Theory
- Sample
- 32 participants
- Evidence
- Strong effect
Employees actively innovate administrative processes by leveraging their understanding of Human Resource Information Systems (HRIS) and daily work practices after initial system adoption. This innovation & design research insight is drawn from a 2020 study published in White Rose eTheses Online (University of Leeds, The University of Sheffield, University of York). Using Grounded theory with 32 participants, researchers explored how this design variable affects real-world outcomes. The key design takeaway: Design processes should not end at deployment; actively solicit and integrate user-driven innovations that emerge from practical system application.
Employee-driven innovation emerges from HRIS post-adoption
Employees actively innovate administrative processes by leveraging their understanding of Human Resource Information Systems (HRIS) and daily work practices after initial system adoption.
White Rose eTheses Online (University of Leeds, The University of Sheffield, University of York) · 2020
Key Findings
- 01Employees use their HRIS knowledge and work experience to propose modifications to administrative processes.
- 02The central phenomenon of administrative innovation is 'taking initiative', influenced by causal, intervening, and contextual conditions.
- 03Institutional entrepreneurship theory helps explain employee agency in post-adoption innovation.
Application
Design takeaway
Design processes should not end at deployment; actively solicit and integrate user-driven innovations that emerge from practical system application.
How to apply
Establish feedback channels and innovation hubs within organizations where employees can share and develop ideas for improving systems and processes based on their daily use.
Project actions
- 01Consider how users might adapt or improve a system after its initial release.
- 02Look for opportunities where user experience can lead to new features or process efficiencies.
Method & Evidence
Variables
Strengths & Limitations
Strengths
- +Utilizes a robust qualitative methodology (Grounded Theory) to explore a complex phenomenon.
- +Provides a detailed framework for understanding employee agency in innovation.
Limitations
The specific context of a public sector organization in Kuwait might limit the direct applicability to private sector or different cultural settings.
Reliability & validity
The use of multiple data sources (interviews, document analysis) and constant comparison in grounded theory enhances the credibility and transferability of findings.
Think critically
To what extent can organizations proactively cultivate this 'employee-driven innovation' rather than simply reacting to it?
Design Principles
"Embrace emergent innovation from user interaction with implemented systems."
This research highlights that innovation doesn't cease with system implementation. Organizations can foster continuous improvement by recognizing and supporting the proactive efforts of employees who identify opportunities for enhancement within existing systems.
What This Means for Your Design
After a new system like HRIS is put in place, employees often find ways to make it work even better or change how they do their jobs to improve things, showing that innovation can happen after the initial design.
How to use in your project
- 1.Use this research to justify exploring user-driven improvements in your design project.
- 2.Reference this study when discussing how user interaction can lead to innovation.
Add to My Project
Quick Cite
Paragraph starter
This study by Alboloushi (2020) demonstrates that administrative innovation often emerges post-adoption, driven by employees who leverage their practical experience with systems like HRIS to identify and implement process improvements. This highlights the importance of considering user-driven adaptations and emergent innovations in the design lifecycle.
Source
White Rose eTheses Online (University of Leeds, The University of Sheffield, University of York)
Exploring HRIS Post-Adoption: A Grounded Theory of Employee-Driven Administrative Innovation in the Context of Kuwait’s Public Sector
journal · 2020
View sourceQuestions About This Research
- What does the research say about employee-driven innovation emerges from hris post-adoption?
- Design processes should not end at deployment; actively solicit and integrate user-driven innovations that emerge from practical system application. Evidence: White Rose eTheses Online (University of Leeds, The University of Sheffield, University of York) (2020).
- Why does "Employee-driven innovation emerges from HRIS post-adoption" matter for design?
- This research highlights that innovation doesn't cease with system implementation. Organizations can foster continuous improvement by recognizing and supporting the proactive efforts of employees who identify opportunities for enhancement within existing systems.
- How can designers apply this research?
- Design processes should not end at deployment; actively solicit and integrate user-driven innovations that emerge from practical system application.
- What were the main findings?
- Employees use their HRIS knowledge and work experience to propose modifications to administrative processes.. The central phenomenon of administrative innovation is 'taking initiative', influenced by causal, intervening, and contextual conditions.. Institutional entrepreneurship theory helps explain employee agency in post-adoption innovation.
- What research method was used?
- Grounded Theory with 32 participants.
- How strong is the evidence?
- Evidence strength is rated Strong effect, based on a 2020 journal from White Rose eTheses Online (University of Leeds, The University of Sheffield, University of York).
- What should I do differently in my next project?
- Establish feedback channels and innovation hubs within organizations where employees can share and develop ideas for improving systems and processes based on their daily use.
- What are the limitations?
- Findings are specific to the public sector context in Kuwait and may not generalize to all organizational types or cultures.