01554nas 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/136700863nas a2200277   4500008004100000022001400041245006400055210006100119260004200180300000800222490000600230653002400236653002700260653003100287653004200318653002800360653002300388653002200411653001500433653002200448100001800470700002300488700002000511700001800531856003600549       2015                        eng d  a1927-032100aEditorial: Technology in Service Innovation (February 2015)0 aEditorial Technology in Service Innovation February 2015  aOttawabTalent First Networkc02/2015  a3-50 v510acustomer experience10aelectronic procurement10aemployee-driven innovation10aknowledge-intensive business services10apersonal health systems10aservice innovation10asystem innovation10atechnology10avalue co-creation1 aMcPhee, Chris1 aVargo, Stephen, L.1 aToivonen, Marja1 aRajala, Risto  uhttp://timreview.ca/article/86801596nas a2200241   4500008004100000022001400041245008900055210006900144260004200213300000900255490000600264520085500270653002301125653003101148653001601179653001901195653001901214653002301233100002201256700001601278700002401294856003601318       2015                        eng d  a1927-032100aA Technology-Assisted Design Methodology for  Employee-Driven Innovation in Services0 aTechnologyAssisted Design Methodology for EmployeeDriven Innovat  aOttawabTalent First Networkc02/2015  a6-140 v53 aThe role of employees is becoming more important in managing complex service processes and in serving the variety of customer needs in the service industry. Within efforts to promote innovation in service fields, employee-driven innovation and service design are gaining attention. Though the relationship between employee-driven innovation and service design has been discussed, the effectiveness of service-design methodologies for employee-driven innovation has not been studied sufficiently. In this article, we propose a technology-assisted design methodology to promote employee-driven innovation in services. Through our case study at an elderly-care facility, we confirmed that the proposed design methodology assisted by the communication support system could trigger employee-driven innovation and expand its influence in the service field.10adesign methodology10aemployee-driven innovation10aobservation10arepresentation10aservice design10aservice innovation1 aWatanabe, Kentaro1 aFukuda, Ken1 aNishimura, Takuichi  uhttp://timreview.ca/article/869