01726nas a2200649   4500008004100000022001400041245003600055210003300091260004200124300000800166490000700174653001200181653001500193653001700208653001800225653002100243653002600264653003400290653003000324653002800354653002100382653001300403653002300416653001200439653000900451653000800460653001500468653003300483653002500516653001600541653001700557653002000574653001700594653002200611653001600633653003500649653001500684653002600699653001500725653002000740653001400760653000800774653000800782653001900790653003000809653001500839653002500854653001900879653001600898653001700914653002200931653003200953653002000985100001801005700002301023856003001046       2020                        eng d  a1927-032100aEditorial: Insights (June 2020)0 aEditorial Insights June 2020  aOttawabTalent First Networkc06/2020  a3-40 v1010aBitcoin10ablockchain10acrowdfunding10acrypto assets10acryptocurrencies10adeveloping countries.10adistributed ledger technology10aEmployeedriven innovation10aentrepreneurial finance10aentrepreneurship10aEthereum10aFinancial industry10aFinTech10aICOs10aIEO10ainnovation10aintellectual property rights10ainternationalization10aIT industry10ajob autonomy10amining industry10amoral hazard10aneed for autonomy10anew company10aPorter's Five Forces framework10aregulation10ascaling company value10ascaling-up10aself-leadership10asignaling10aSME10aSTO10asustainability10atechnological environment10atechnology10atechnology readiness10atoken offering10atoken sales10atokenization10avalue proposition10avalue proposition alignment10aventure capital1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/136301554nas a2200193   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520093700273653003101210653001701241653002201258653002001280100003001300856003001330       2020                        eng d  a1927-032100aAn Empirical Study into the Individual-Level Antecedents to Employee-Driven Innovation0 aEmpirical Study into the IndividualLevel Antecedents to Employee  aOttawabTalent First Networkc06/2020  a42-520 v63 aThe purpose of this paper is to link individual-level factors (such as need for autonomy, self-leadership, and perceived job autonomy) to employee-driven innovation with self-leadership as an indirect link. The study is based on survey data of 315 employees in the banking sector, collected in two waves where the variables were separated in time. The hypothesized model was analysed using a structural equation model on Stata. First, it was found that the need for autonomy had an indirect association with employee-driven innovation through self-leadership. Second, the findings show that self-leadership had a positive relationship with employee-driven innovation. Finally, there was no support found for the moderating role of perceived job autonomy between self-leadership and employee-driven innovation. The findings in this paper are important because they identify individual-level antecedents of employee-driven innovation.10aemployee-driven innovation10ajob autonomy10aneed for autonomy10aself-leadership1 aEchebiri, Chukwuemeka, K.  utimreview.ca/article/1367