Lander Vermeerbergen

Putting a band-aid on a wooden leg: A sociotechnical view on the success of decentralisation attempts to increase job autonomy

Purpose Decentralisation attempts that aim to increase job autonomy do not always succeed. This paper aims to study to what extent the tendency to maintain existing operational task divisions is an important explanation for this lack of success. Design/methodology/approach In total, 456 employees in 25 organisations participated in a cross-sectional intervention study. Each employee filled out a questionnaire on job autonomy both before and after the decentralisation process, in which all organisations shifted regulatory, preparatory and supportive tasks to the lowest organisational level. Findings This study found small, but significant, effects of decentralisation attempts on job autonomy. The size of the effects, however, depended on the way the way in which the operational tasks were divided. Simultaneously, larger effects were found for organisations which decentralised tasks and changed the way operational tasks were divided. Both findings reached the conclusion that although decentralisation attempts seemed important for increasing job autonomy, the way in which the operational tasks were divided and even changed, was at least as important for a successful decentralisation process. Originality/value After decades of research on modern sociotechnical theory, this study is the first to show that decentralisation attempts do not merely increase job autonomy. The effect of such attempts depends on the way in which operational tasks are divided in organisations.

Evidence of Workplace Innovation from Organisational and Economic Studies

This chapter gives an overview of evidence on the association between Workplace Innovation (WPI), company performance and quality of working life. We identify which research approaches are the most promising for WPI, and aim to understand why not all companies invest in WPI. The analysis consists of a literature review of current research evidence on WPI. There is not one research result that provides a final result for the hypothesised association. However, the large amount of partial results make a positive association between WPI, company performance and quality of working life quite likely. It is concluded that more high-quality research is needed on the realization of workplace innovation. Improved data collection and data analysis methods will provide organisations with a more solid framework for choosing which practices increase organisational performance, and quality of working life. Also the complicated nature of WPI models hinder the diffusion of WPI, organisations cannot just copy each other’s innovations.