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To overcome change management challenges, organizations often rely on stories as means of communication. Storytelling has emerged as a leading change management tool to influence and bring people on sharing knowledge. Nevertheless, this study aims to suggest stories of change as a more effective tool that helps people in taking action toward transformation processes.

The authors apply design science research to develop and evaluate how writing a prospective story engages organizational actors in the transformation process. The authors test the story-making artifact in a field study with five companies and 115 employees who participated in 75 workshops.

Using the findings to discuss the role of story-making in facilitating the emergence of new behaviors in transformation processes, the authors link story-making with the opportunity to make change happen through knowledge dissemination rather than merely understanding it.

The authors illustrate the role of iterations, peers and self-criticism that help story-makers embrace sensemaking, developing a shared knowledge based that influence individual actions.

The authors propose the story-making approach that organizations can follow to nurture change to make transformation happen through knowledge cocreation.

The research explores story-making as an individual act of writing prospective stories to facilitate the emergence of new behaviors through shared knowledge.

In a world where innovation became a “buzzword” and everyone within companies is required to foster innovation, the engagement of people toward innovation is fundamental to prompt individual motivation and actions to make innovation happen. However, despite the relevance of the relationship between engagement and innovation, the literature on the topic appears still fragmented. The purpose of this study is to provide an overview of the topic through a systematic literature review.

A final sample of 108 papers has been selected and analyzed through co-citation and text mining analyses. The former enabled the analysis of the structure of the theoretical foundation of the filed, while the latter facilitated a systematic and unbiased content-driven review of the literature.

The results of the analysis indicated two main areas of interest describing the relationship between engagement and innovation. On the one hand, there is the focus on “engagement as an attitude,” intended as the capacity of individuals to generate and realize innovation. On the other hand, there is a stream of literature focused on “engagement as involvement,” which refers to co-innovation paradigms, involving both internal and external stakeholders.

From an academic perspective, this paper highlights the relevance of the “human-side” of innovation, proposing avenues for future research that dig into the relationship between people's engagement and innovation dynamics. Moreover, it shows how the recent developments in the innovation management literature are coherent with this emerging relevance of the human perspective in innovation.

From a practitioner’s perspective, this paper helps managers by highlighting the two different approaches that they can have in terms of engagement. The study aims to help them in identifying the kind of engagement they are looking for in their employees and other innovation stakeholder having the support to find relevant studies in that direction.

The study unveils how the evolution of both areas over the years is strictly related to the megatrends of innovation fields, which are the main areas of knowledge not covered yet. Therefore, a research agenda is proposed.

Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities.

Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations.

The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies.

From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation.

From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation.

Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.

The coronavirus disease 2019 (COVID-19) pandemic has led to a global digitalization of organizational activities: the pandemic forced people and organizations to profoundly review values, purposes and norms. However, the research on how digital technologies impact human relationships and interactions at work results fragmented. Still, the importance of understanding which behaviors and norms enhance social interactions and organizational performances in digital environments remains critical, especially after COVID-19 advent. Therefore, this study explores how human relationships change in a wholly digital environment and what to expect for the new normal.

The study first explores the research gap through a systematic literature review to clearly understand what emerged so far. Second, through semi-structured interviews and a focus group, an empirical analysis was conducted.

Findings suggest that both work and emotional dimensions are crucial to nurturing human relationships in a digital environment. More precisely, the study unveils the need for innovative leaders to review their approaches to communication and the work experience and consider the emotional dimension in terms of community purpose and individual well-being, while identifying rituals as an overlapping tool. Finally, the authors propose a parallelism between these results and the agile revolution to inspire leaders to rethink their leadership and behaviors getting closer to the agile approach, which may represent a valuable way to rethink human relations in our professional environment.

The paper sheds light on an ongoing phenomenon that touches the lives of each organizational actor. The two-step structure hopes to provide both a structured base of the knowledge developed to date, proposing a systematic view of what has been studied since the outbreak of the pandemic to date and to provide insights for future developments.

Having a shared vision is crucial for innovation. The purpose of this paper is to investigate the effect of individual propensity to collaborate and innovate on the development of a shared vision.

The authors build a network in which each node represents the vision of one individual and link the network structure to individual propensity of collaboration and innovativeness. During organizational workshops in four multinational organizations, the authors collected individual visions in the form of images as well as text describing the approach to innovation from 85 employees.

The study maps individual visions for innovation as a cognitive network. The authors find that individual propensity to innovate or collaborate is related to different network centrality. Innovators, individuals who see innovation as an opportunity to change and grow, are located at the center of the cognitive network. Collaborators, who see innovation as an opportunity to collaborate, have a higher closeness centrality inside a cluster.

This paper analyses visions as a network linking recent research in psychology with the managerial longing for a more thorough investigation of group cognition. The study contributes to literature on shared vision creation, suggesting the role which innovators and collaborators can occupy in the process.

This paper proposes how an approach based on a cognitive network can inform innovation management. The findings suggest that visions of innovators summarize the visions of a group, helping the development of an overall shared vision. Collaborators on the other hand are representative of specific clusters and can help developing radical visions.