ABSTRACT
Second, this study responds to a call for an analysis of how management mechanisms can be applied for designing supportive mechanisms focused on increasing innovative work behaviour (Burroughs et al. 2011; Tuominen and Toivonen 2011). In a recent review of innovation management literature, mechanisms for increased employee creativity and ideation were listed as a topic for future research (Hauser et al. 2006). As this study focuses on mechanisms for increased innovative behaviour, the insights given in the article add to this amalgamation of research fields. Management mechanisms have positive and negative effects on employee creativity and innovativeness (Yuan and Woodman 2010; Zhang and Bartol 2010a). A key issue seems to be the contingencies attached to the context structures (Baer et al. 2003). This study examines the differences in the effect of management mechanisms. Hence, we aim to fill a part of this gap in extant literature.
