Abstract
Trust in organizations plays an essential role for efficient innovation implementation. However, trust between managers and employees is under-communicated in relation to innovation speed. Innovation speed is related to innovation adoption, concerning new ways of performing laboratory services within the health sector. The purpose of this case study is to investigate how trust mechanisms may enhance innovation speed by reducing employee decisions to perform defensive routines. The focus is related to trust as a social condition for enhancing innovation acceptance in the context of management and organizing styles subject to the Norwegian Work Life Model.The study found that a lack of employee participation and involvement may result in emotional tension, a sense of uncertainty, disconnect, and various defensive mechanisms towards management and the innovation. Consequently, employees’ attention, loyalty, and responsibility might be redirected away from the innovation.
Highlights
Organizational innovation and change are significant for hospitals to maintain and enhance the quality of the health service offer at their laboratories
The purpose of this paper is to examine the concept of emotion, defensive routines, and trust to understand how trust may impact innovation speed
To help organizations with innovation implementation success, a focus has been placed on important mechanisms driving trust creation for innovation speed towards innovation adoption in the context of the Norwegian Work Life Model
Summary
Organizational innovation and change are significant for hospitals to maintain and enhance the quality of the health service offer at their laboratories. Innovation adoption relies on managers’ ability to generate trusting relationships with their employees. This derives from the notion that being involved and considered in innovation decisions may limit defensive reactions to new ways of performing laboratory service tasks. This may be true, multi-location organizations with complex organizational structures may make dialogue between managers and employees more difficult to achieve. In the light of this, the paper emphasizes various trust mechanisms, and their ability to reduce defensive reasoning and strategies in relation to innovation implementation in complex organizations. We emphasize key elements that may enhance the pace of innovation adoption within this context
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