The Impact of Employee Autonomy, Distributed Leadership, and Bottom-up Idea Generation on Perceived Innovation: A Case Study MEEQ
This study examines how employee autonomy, distributed leadership, and bottom-up idea generation influence innovation within MEEQ, a Japanese company balancing traditional corporate structures with modern innovation practices. Using a mixed-methods approach, data were collected through structured...
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| Main Author: | |
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| Format: | Article |
| Language: | English |
| Published: |
Editura ASE
2025-05-01
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| Series: | Revista de Management Comparat International |
| Subjects: | |
| Online Access: | https://www.rmci.ase.ro/no26vol2/04.pdf |
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| Summary: | This study examines how employee autonomy, distributed leadership, and
bottom-up idea generation influence innovation within MEEQ, a Japanese company
balancing traditional corporate structures with modern innovation practices. Using a
mixed-methods approach, data were collected through structured initial interview with
the CEO, followed by employee questionnaire and semi-structured manager interviews.
Results indicate that employee autonomy significantly contributes to perceived
innovation outcomes, while distributed leadership and idea generation require stronger
structural mechanisms to maximize their impact. Key barriers include communication
gaps in reporting, limited participation in structured idea-sharing initiatives, and
employees' hesitation to openly contribute innovative ideas. The findings highlight the
critical role of autonomy and open communication in fostering innovation, offering
insights into how Japanese companies can adapt Western innovation practices while
navigating cultural constraints. |
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| ISSN: | 1582-3458 2601-0968 |