With the trend of work-from-home and flexible working arising from the Covid-19 virus pandemic becoming increasingly popular, personal branding will play a growing role in the workplace. Practitioners in a few industries, such as public relations, have been at the forefront of personal branding and will continue to attract people from other industries and even graduates to start focusing on building and managing their personal brands. In the near future, personal branding may become mandatory for graduate jobseekers and even further popularized in university and college vocational education. Previous studies have shown that personal branding can help improve graduates’ employability, which is done through a three-stage approach: firstly, establishing their brand identities, then positioning their brands to the audiences, and finally checking how well it matches the company’s brand for which they are seeking employment. This study conducted empirical research on 80 science/engineering graduates no more than two years ago to determine the level of correlation between each of the three and their perceived employability through PLS-SEM analysis. On this basis, the study also explored whether and to what extent perceived external marketability plays a role in the impact of personal branding on perceived employability. The PLS-SEM analysis results show that the conceptual model is a good fit. According to our research, the impact of graduates' core personal brand identity and personal brand positioning on perceived employability is not significant. This finding makes us think about whether the current personal branding guidelines, which generally focus on improving personal brand positioning, are really useful. The study also found that extended personal brand identity had a direct contribution to graduates' perceived employability. The most important finding is that the fit between personal brand and company brand makes the most difference for graduates' perceived employability, and perceived external marketability also plays a significant mediating role. This reveals that future graduates should look more into their brand fit with the preferred company when seeking employment. This study provides valuable new insights into the impact of personal branding on the perceived employability of science/engineering graduates. Although the results are encouraging, future researchers can build on this study with longitudinal or cross-sectional follow-up studies.

The use of Agile methodologies has been steadily growing in popularity in recent years, with many organisations across various industries adopting it to manage their projects. This shift in project management practices has replaced traditional project management styles, and Agile methodologies like Scrum, SAFe, and Kanban are widely used. However, there has been a lack of research into the impact of Agile on project success in the financial industry, specifically in the Netherlands. This research aims to fill this gap by examining the perceived impact of adopting agile methodologies in technology-driven projects within asset management firms in the Netherlands through a qualitative study using thematic analysis through semi-structured interviews and document analysis. The study aimed to gain insights into the reasons, challenges, benefits, success criteria, and key factors influencing project success in the context of agile implementation. Through interviews with experienced agile team members, valuable insights were obtained. It was found that agile methodologies are not the sole cause of project success, as success is influenced by a combination of factors. Agile methodologies empower teams to adapt and respond to changing circumstances, providing a solid foundation for handling challenges and embracing positive change. The research highlights the importance of having the right people with the right mindset and behaviour in key positions within the organisation. Teamwork and acceptance of other contributing factors are at the core of agile methodologies. Agile provides a framework for effective collaboration and flexibility, enabling organisations to leverage its benefits and improve project outcomes. The findings emphasise the need for alignment between the organisation's culture and the principles of agile methodologies. It is crucial to create an environment that fosters teamwork, encourages open communication, and supports continuous improvement. The research findings reveal that asset management firms adopt Agile methodologies in technology-driven projects for various reasons, such as increased flexibility, faster delivery cycles, improved collaboration, and better adaptation to changing requirements. However, challenges related to resistance to change, stakeholder alignment, and the need for continuous learning and skill development were identified. Despite these challenges, the perceived benefits of Agile were evident, highlighting its ability to enhance project outcomes. The criteria used to measure project success in technology-driven projects within asset management firms encompass a combination of quantitative and qualitative factors. While meeting project timelines and budgets was important consideration, other success indicators included customer satisfaction, quality of deliverables, stakeholder engagement, and adherence to project goals. This multidimensional approach to measuring success reflects the complex nature of technology-driven projects in the asset management sector. The research identifies several key factors that influence project success in technology-driven projects within asset management firms. These factors include effective teamwork, strong leadership, clear communication, stakeholder involvement, and the alignment of project goals with organisational objectives. The findings emphasise the critical role of these factors in overcoming challenges and ensuring successful project outcomes in the asset management industry. The experiences and perspectives of agile team members shed light on their perception of best practices for using agile methodologies in technology-driven projects. They emphasise the importance of continuous improvement, transparency, and adaptability in Agile adoption. A supportive organisational culture, ongoing training and development, and effective collaboration between team members and stakeholders are identified as crucial elements for the successful implementation of agile practices. These insights from agile team members provide valuable guidance for optimising the use of agile methodologies in technology-driven projects within asset management firms. The research concludes that agile methodologies, when implemented effectively and supported by the right organisational culture and mindset, can significantly enhance project success in technology-driven projects within asset management firms. It is recommended that organisations invest in developing and nurturing the necessary skills, behaviours, and mindset to fully leverage the potential of agile methodologies. The study contributes to the existing body of knowledge by providing insights into the perceived impact of agile methodologies in the specific context of asset management firms. The findings can guide organisations in making informed decisions regarding the adoption and implementation of agile methodologies to enhance project outcomes.

The support for the hybrid work setting increased during the pandemic, but there are a lot of challenges to overcome. It is important to study the hybrid work setting. Based on the findings in the existing literature it is found that little research has been done on the effect of the hybrid work setting on individual employee performance. In the current research this is investigated by looking at the relationship between the balance between office and remote work and individual employee performance, as well as the influence of six employee behaviors on this relationship. In addition, the ideal balance between office and remote work in the hybrid work setting is studied. To find an answer to the objectives of the study, the following research question is studied “How is the balance between office and remote work related with individual employee performance in the manufacturing industry?”. The research question is supported by two sub questions (1) “How do employee behaviors affect the relationship between the balance of office and remote work and individual employee performance?” and (2) “What is the ideal balance between office and remote work in the hybrid work setting?”. Answers to the research questions are found by conducting a quantitative self-administered survey. The conceptual model of the survey is based on a literature review. The model consists of an independent variable – remote work percentage, mediating variables – attitudes towards remote work, work engagement, well-being, job satisfaction, communication, and trust relationship, and a dependent variable – individual employee performance. The target population of the study consists of employees, with a hybrid office job, working at companies operating in the manufacturing industry in the Netherlands. The data of the survey is analyzed with SPSS. Sub-question one is answered by looking at the findings. Based on the findings it is clear that the six employee behaviors are based on this study not significantly affecting the relationship between the balance of office and remote work and individual employee performance. For employees working for companies in the manufacturing industry in the Netherlands. Sub-question two is answered by looking at the preferred balance of the employees with regard to office and remote work. Based on the findings, the preferred balance is two days remote work in a four- or five-day work week and one day remote work in a two- or three-day work week. The main research question is answered by looking at the findings. Based on the findings it is clear that the balance between office and remote work is not affecting individual employee performance significantly direct or indirect. One possible reason for the relation not being significant is that there is still a lot unknown about the true effect of the hybrid work setting in comparison with the established work settings in the manufacturing industry. Based on the findings, companies in the manufacturing industry are recommend to start with making new work agreements based on the hybrid work setting. This, because the existing work agreements are based on office work. A good starting point for the agreements could be involving the employees in the decision-making process of the new agreements. By looking not only at their preferred balance of office and remote work, but also taking other insights of the employees with regard to hybrid work into consideration. In addition, the companies should pay attention to the role of communication in the hybrid work setting, because communication is key when employees have to work together remotely with other colleagues.

Diversity as a topic is increasingly becoming important aspect of organizations and society in general. Team diversity could bring different perspectives and thus diverse teams could reap the benefits such as better performance, innovation, and problem-solving abilities. Teams face challenge of deciding between alignment activities focused on organizational goals vs adaptability activities helping organizations adapt to changing external environments. Teams that balance both types of activities are known as ambidextrous teams. Through literature review, it was found that there is knowledge gap in understanding the link between team diversity, performance, and ambidexterity. This thesis tries exploring various diversity factors and its relation to team performance and ambidexterity. Further the thesis investigates if there are any differences in the link between team diversity, performance and ambidexterity based on firm types, that is product vs service-based firms. To find the solution to the link, semi-structured case interviews was conducted. 6 team managers from product-based firms and 4 managers from service-based firms participated in the research. Data from these 10 semi-structured case interviews was analyzed using AtlasTi software and results of qualitative research is presented in the thesis. Various ways in which one can conceptualize diversity, advantages & disadvantages of diversity and its effect on team performance & ambidexterity is presented in this thesis based on the qualitative analysis of semi-structured case interviews. The exploratory study indicates that semi-conductor team mangers conceptualize diversity from both social and information/decision making perspectives. Common surface level diversities such as function, experience, gender etc. were reported. At the same surface level diversities such as working style, task motivation, etc. were reported. The results indicate that teams various diversity factors can lead to divergent thinking and elaboration of task-relevant information thus improving team performance. Some of the reported benefits of diversity include increased knowledge base, better service to customers, better decision making, etc. Realization of diversity benefits is not straightforward; it comes with challenges. Some of these challenges due to diversity include complex team management, increased conflicts, increased time and effort. Thus, it is important for organizations to provide necessary support and environment for reaping the benefits from diversity. Such organizational control is more in terms of structures of teams in case of product-based firms; structural decisions drive ambidexterity and division could take place based on diversity types such as functional diversity, experience diversity etc. However, decentralized structures and informalization of non-routine activities in firms can enable better exploration. And diversity types such as experience, function or skills act as deciding factors in determining extent of structural decentralization and informalization of non-routine activities. Decentralization of non-routine activities can thus enable ambidexterity. Contrary to product-based firm, all the service-based firms reported that employees need to have skills and abilities to capture customer needs and deliver them on time. Therefore, it is evident that all the employees in service-based firms could be involved in exploration. Thus, naturally the employees in service organizations are involved in both the types of activities. Diversities such as skill and working style can thus enable contextual ambidexterity in service-based firms by enabling employees to serve customers better.

A growing perspective on innovation suggests that significant innovation can stem from employees' daily activities. Traditional innovation practices often delegate decision-making to a select group, typically R&D departments or specialized units. However, this approach overlooks the innovation potential distributed across all employees in an organization. Recent understanding challenges this traditional view, emphasizing that all employees possess the potential for innovation. Recognizing and harnessing this potential can lead to more distributed and effective innovation practices within organizations. This concept is referred to as Employee-Driven Innovation. In the context of Employee-Driven Innovation (EDI), collaboration is crucial for successful development and implementation. Effective collaboration, reliant on structures promoting knowledge exchange, skill development, and resource sharing, amplifies an organization's performance by capitalizing on individual strengths and expertise. However, the specific impact of collaboration on EDI practices is not well-understood, creating a gap in the literature and an opportunity to explore how collaboration influences EDI. Understanding these dynamics can inform and shape effective EDI practices. Therefore, it's essential to investigate the influence of collaborative activity on EDI, guiding the formation of effective strategies and driving successful EDI practices. This research narrows its focus to the development and implementation phase of Employee-Driven Innovation (EDI), as the literature suggests this phase is most influenced by collaborative activities and the organizational context allows deeper research into this specific phase. The central question being explored in this research is: how do collaborative activities drive the development and implementation of EDI initiatives? To address this, a case study is conducted within a single organization, Stedin, a grid operator in the Netherlands. The study encompasses several EDI initiatives and involves questioning both the initiators of the initiatives and collaborators during the development and implementation phase. A semi-structured interview format is used to gather insights. This research reveals key insights into the contrasting collaborative activities of the "fuzzy front end" and the "back end" of the development and implementation process of EDI initiatives. The fuzzy front end, characterized by exploration, thrives on dynamic, distant, and informal collaboration. These characteristics facilitate swift interactions, overcome organizational resistance, and prevent collective decision-making structures, thus promoting speed and flexibility. Conversely, the back end, typically more specialized and complex, benefits from stable, intimate, and homogeneous collaboration. This phase involves a time-consuming and complex role transfer, transitioning the EDI to an innovation that can be adopted organization-wide. Stable, homogeneous and intimate collaboration ensures effective implementation and a smooth transition of ownership...

One of the greatest challenges HR professionals face today is the management of a diverse multi-generational workforce. Each generation behaves differently at the workplace and requires different sets of strategies for effective management. Generation-Z or Gen-Z are individuals born in 1995 and after. They are called the 'digital natives since they grew up in a fast-moving, highly-connected environment influenced by social media. Research indicates they are a unique generation with a different mindset compared to previous generations. Employees from previous generations are ageing and soon, Gen-Z individuals would be joining the workforce. This brings us to the question: Are HR professionals (and organisations) ready for the new generation of employees?  This research is an attempt to question the relevance of current HR practices and then bridge the gap on how HR professionals could update their HR policy-making strategies in accordance with the preferences, priorities and characteristics of Gen-Z individuals. This could help HR professionals attract the right talent and retain them longer.  A theoretical framework of the relationship between HRM practices and individual behaviour mediated by HRM perceptions is developed. These perceptions are influenced positively when practices are developed based on common characteristics of employees. And in this case, Gen-Z samples are chosen to investigate these characteristics to passively influence HRM perceptions which would lead to effective management of Gen-Z employees. Three HR managers, two-line managers from multinational corporations and three Gen-Z individuals with work experience, three Gen-Z individuals without work experience and one Gen-Z individual with entrepreneurship background are selected to conduct semi-structured interviews to answer the above exploitative research question qualitatively. All the Gen-Z individuals and managers are from the Netherlands and have worked/worked in multinational companies with structured HR departments in them.  Research results firstly indicate a mismatch in understanding Gen-Z between line managers and HR managers. Then a list of work-life priorities of Gen-Z recognised are: flexibility, diversity & inclusion, human connect, transparency and environmental/sustainability involvement; common preferences are: work-life balance, technology interaction, contribute towards society, travel, flat hierarchy, instant feedback from managers, purpose/goal to work towards and finally characteristics are: tech-savvy, adaptable, open to change, highly connected and negative characteristics are: short span of focus, easily distracted, easily influenced by social media & pop-culture. This information is used to chart recommendations for HR professionals and provide a simple framework to assist them to navigate Gen-Z employee negotiations.  In conclusion, this research explores an upcoming, vastly unexplored field of HRM combined with Generational diversity focused on Gen-Z. Decoding this unique generation could be the key to boosting organisational effectiveness both internally and externally.

This research illuminates the complexities of Virtual Reality (VR) technology adoption within the airline industry, with a specific emphasis on Air France-KLM. Despite VR's transformative potential and its increasing prevalence in various sectors, its adoption in the airline industry presents unique challenges. The central research question guiding this study was: "How can VR technology adoption be effectively supported within the airline industry to achieve complete industrialization?" A methodological blend of comprehensive literature review and a detailed case study at AF-KLM was employed. The literature review revealed established technology adoption frameworks while also highlighting potential gaps, particularly concerning the airline industry's unique context. The case study at AF-KLM provided empirical depth, identifying various adoption barriers and potential strategies to overcome them. Key findings underscored the importance of strategic alignment, managerial commitment, user acceptance, and continuous assessment in the VR adoption process. Based on these insights, a tailored technology adoption framework was developed, offering a roadmap for entities in their VR adoption journey. While the framework was specifically crafted for AF-KLM, its principles hold broader applicability. This research contributes significantly to the academic understanding of technology adoption in specialized industry contexts. Practically, it offers a strategic tool for organizations, ensuring that VR adoption translates to tangible benefits. As the technological landscape continues to evolve, this research serves as both a reflection on VR's current adoption challenges and a guide for future endeavors.

Sustainability has, for a long time, been the ultimate target for social movements around the world. It has been deemed as a “wicked problem”, a problem which does not have a singular solution. To address this issue, the acceleration of sustainable start-ups is key. Sustainable start-ups or impact ventures are recognized as the fastest way to achieve the sustainable development goals in each country. Although the term, sustainable start-ups has gained recognition over the past years, the inherent need for corporates to gather profits by scaling up and accumulating market share, has hindered the growth of such ventures. Venture capital has always influenced the success of start-ups, from investing in new ventures to providing resources needed to enable a profitable venture. Sustainable venture capital on the other hand, is a more complex solution. Being a less researched area in the field of venture building, sustainable venture capital is new and highly innovative. But there is a lot more research that is required as to how this type of capital can influence the success of sustainable start-ups. This research aims at answering the question: How do sustainable venture capitalists influence the success of sustainable start-ups?

The adoption of artificial intelligence (AI) in performance management, particularly among knowledge workers in traditional organizational settings, is the focal point of this thesis. The study aims to understand the current state of AI adoption, anticipated benefits, challenges, and effective strategies for adoption, considering the critical role of employees in this process. Performance management is crucial for employee motivation and overall performance, and its measurable nature aligns with AI's capabilities to enhance efficiency and objectivity. However, there is a gap in AI's adoption and perceived utility, indicating considerable resistance and skepticism. From the outset, this study faced a unique challenge: no companies using AI in performance management agreed to participate. This underscores a broader reality; the topic is complex and shrouded in both excitement and secrecy. This reluctance highlights the sensitive nature of performance management. Moreover, the adoption of AI into human-centric processes is far from neutral. This study employs an exploratory qualitative research design, with data collected through semi-structured interviews with 15 HR managers and professionals who indirectly represented employees. Participants were selected from sectors actively engaging with AI technologies through direct implementation or consultancy services to capture diverse perspectives. The findings reveal a nuanced perspective on the role of AI in performance management. While there is some use of generative AI tools, such as ChatGPT, the overall adoption remains minimal among companies in the Netherlands. HR professionals recognize AI’s potential to enhance decision support, personalization and engagement, operational efficiency, and strategic planning. However, there is skepticism about AI's ability to fully capture employee performance, highlighting objectivity as both a benefit and a challenge. Key challenges identified include technology-, organization-, people-, and environment-related aspects. Among the challenges are diverse workforce perceptions, resistance to AI, and data quality issues. Assessing non-quantitative performance dimensions, such as competencies and skills, the variability in performance criteria, and the subjective nature of evaluations, remain significant hurdles. While AI offers data-driven insights, it does not yet solve these fundamental challenges in performance management. Despite optimistic expectations, significant challenges persist in early stages of AI adoption in performance management, indicating the need for further research before widespread implementation can be achieved. Practically, this research provides valuable insights for HR managers, guiding them to critically assess their current technological landscape and evaluate the applicability of AI within their specific organizational context compared to other technologies. Companies should assess their performance management goals and criteria to determine if AI can effectively address these needs. The development of AI technology for performance management should be watched closely, as advancements could enable AI to automate more tasks. Effective AI adoption in performance management requires comprehensive strategies integrating technology, organization, people, and environmental factors during the initiation and adoption phases. Robust data management practices are essential to ensure the reliability and value of AI applications. Including employees in the process is vital for successful AI adoption. Additionally, maintaining a human touch is essential to ensure that technology enhances human capabilities rather than replaces them. Shaped by the nascent stage of AI adoption in performance management, both in literature and practice, this study focused on theoretical explorations and anticipated challenges rather than real world experiences. Future studies should focus on organizations actively adopting AI to assess whether the anticipated potentials, challenges, and strategies identified in this study hold in practice.

Sharing mobility, the concept of shared vehicle use among multiple people, offers a solution to the spatial inefficiencies of private car ownership, where cars are typically parked for 23 out of 24 hours daily. This approach can significantly reduce the space occupied by private vehicles, potentially freeing up areas for parks and residential developments. Notably, one shared vehicle can replace up to 13 private cars. However, for this transition to be effective, private car owners must shift to shared mobility services. This study investigates which aspects of shared mobility services should be supported by policy to effectively reduce private car ownership in the Netherlands. The research begins by forecasting private car ownership trends over the next 20 years to assess the severity of the issue. Following this, survey data from 200 car owners in the Netherlands' four largest cities is analyzed to understand why individuals prefer private cars over shared services, which features of shared mobility are most valued, and what improvements are needed. The targeted sample provides highly relevant insights as urban car owners are the primary demographic for addressing this problem. Findings reveal an expected increase in the number of cars per household, particularly among single-person households, despite a significant rise in overall household numbers. The main reasons for retaining private cars include dependency concerns, hygiene issues, and worries about the practicality and costs of using shared vehicles for long trips or frequent use. The survey highlights that the most critical factors for shared mobility are the price per hour, a preference for electric vehicles, and the cost per kilometer. Walking time and additional transport modes have minimal impact on user decisions. Respondents identified the need for a larger and more diverse vehicle fleet, an expanded operating area, improved vehicle availability, and better vehicle conditions in terms of cleanliness and damage. While there is willingness among respondents to adopt shared mobility in the distant future, enthusiasm is much lower for the near term, indicating the presence of an 'attitude-behaviour gap' in sustainable innovation among Dutch car owners. Key areas for policy support include addressing high costs for long-term or heavy use, establishing nationwide operating areas, and ensuring service level and vehicle variety guarantees to make shared mobility a dependable option for all transportation needs.

Organizations with different organizational structures organize innovation differently. Thus, it is likely that organizational structures impact employee-driven innovation (EDI) as well. This thesis researches this topic; the research question is: ‘How do different organizational structures impact employee-driven innovation?’. The research explores this question through interviews with employees, innovation managers, and consultants, leveraging their perspectives and expertise to discern optimal strategies for fostering EDI within different contexts. These insights reveal the intricate connections between organizational structures and EDI-supporting structures. Based on the information, common relations between organizational structures and EDI-supporting structures are found. Furthermore, a taxonomy between the different organizational structures is created, and important factors within organizations are identified. Additionally, a taxonomy in EDI-supporting methods is identified. The thesis finds that the freedom of communication and autonomy within an organization relates to whether a structure is necessary to facilitate the ability of employees to communicate their ideas. The second most important factor is the importance of building community. In organizations where community building is a priority, the employees should be involved in the innovation process as much as possible. In organizations where community building is not a priority, events or innovation managers who preside over the innovation process are the better practice to support EDI.

The management of Small & Medium Enterprises (SMEs) might represent a challenge. There are several concepts that affect the performance of SMEs. One is ambidexterity, which refers to the balance of activities for explorative and exploitative innovation. Another concept is diversity which encompasses differences in gender, age, cultural and functional backgrounds. Ambidexterity and diversity might be related as diversity influences the activities for explorative and exploitative innovation. It has been argued that successful organizations need to be ambidextrous. The relationship between a diverse middle management team (MMT) and top management team (TMT) might affect the organizational ambidexterity. This impact has not been fully explored within SMEs. The purpose of this research is to identify how diverse management teams can impact organizational ambidexterity. An exploratory approach was used to get a deep understanding and to answer the research question. First, a literature review was conducted to explore key concepts related to organizational ambidexterity and to identify diversity characteristics that might impact the relationship between MMT and TMT, affecting the organizational ambidexterity. Thereafter, semi-structured interviews were conducted with members of the management team of Feedbackly to answer the research questions. This research found that diverse management teams have a direct impact in organizational ambidexterity by providing a pool of resources, increasing the expertise, knowledge, and capabilities of the organization. Nevertheless, complexity in managing diverse teams increases, as potential barriers might appear, hindering the relationship between the two levels of the management team. Additionally, organizations might struggle to recognize diversity as way to acquire additional resources, and it is often difficult to take advantage of the benefits of diversity in turning the organization ambidextrous.

The United Nations' Sustainable Development Goals (SDGs) have emphasized the role of businesses in addressing global environmental and social challenges. As a result, companies are increasingly focusing on sustainability and integrating sustainable development goals into their business models. However, this transition presents complex and uncertain challenges, often referred to as wicked problems, as they involve multiple stakeholders with competing values. The complexity of sustainability challenges requires businesses to stimulate innovation and adapt their business models to be more inclusive, environmentally friendly, and innovative. In addition, managing innovation for sustainability is challenging, as it demands specific competencies and the ability to engage in broad activities by driving innovation for sustainable competitive advantage. Previous research has made significant strides in examining competencies that are essential for leaders in addressing sustainability challenges and promoting innovation. However, there is still a lack of clarity regarding the specific competencies that leaders in companies should possess to tackle sustainability challenges and drive innovation effectively. The challenge lies in establishing a solid understanding of the relationship between sustainability competencies and their role in solving organizational sustainability issues. Consequently, the primary goal of this study is to investigate how managerial competencies can drive innovation for sustainability within organizations. By establishing this research objective, a corresponding research question was formulated. How do individual sustainability competencies drive innovation for sustainability? In order to address the question at hand, a comprehensive literature review was conducted to gain an understanding of the various definitions of innovation, the explored sustainability competencies, the role of leadership in sustainability innovation, and the existing arguments regarding competencies and innovation in prior studies. The insights obtained from the literature review were then used to formulate specific research questions, which guided the study's approach of utilizing semi-structured interviews to gather relevant data. Thirteen individuals representing three distinct industries were selected to participate in the interviews, sharing their experiences and perspectives on the subject matter. Following data collection, the gathered information was coded and analyzed, focusing on identifying common themes based on a similar context. The study provides valuable insights into the fields of management and innovation by highlighting the significance of possessing diverse sustainability competencies for managers. These competencies play a crucial role in shaping the innovation capabilities of managers, thereby acting as a bridge in enhancing innovation and expanding organizational capabilities. The research identifies three distinct patterns that emerge as a result: organizational learning capabilities, collaboration capabilities, and stakeholder engagement capabilities. Firstly, individual competencies such as system thinking, future thinking, tech competencies, and continuous learning enhance knowledge on an individual level, necessitating organizations to develop their own organizational learning capabilities to integrate and benefit from these competencies. Secondly, competencies such as emotional empathy, embracing diversity, and interpersonal skills contribute to collaboration capabilities at the organizational level, fostering better communication, positive relationships, and innovative solutions. Lastly, competencies related to stakeholder engagement, such as integration, influencing, and practical communication, empower individuals to drive the adoption of sustainability in innovation projects, facilitating effective communication with customers and involving diverse actors in decision-making processes. These patterns are developed when managers actively engage in collaboration with both internal and external stakeholders and involve them in sustainability innovation activities on an ongoing basis. While the study primarily explores individual competencies, the discussion highlights the significance of organizations in fostering a supportive environment and establishing routines that enable individuals to effectively utilize their competencies in driving innovation. Therefore the study also delivered a framework targeted to individual and organizational management to enhance sustainability competencies at the individual level. Managers are encouraged to engage in industry-specific training programs actively, embrace a dynamic mindset that promotes continuous learning and the adoption of emerging best practices, and possesses intrinsic motivation, where individuals are driven by personal values and a desire to contribute to a better future. Simultaneously, at the organizational level, effective communication of sustainability objectives require to be delivered. At the same time, it is crucial to implement sustainability initiatives throughout all project levels of the organization. Lastly, through the recruitment process, organizations should prioritize candidates whose competency profiles align with the organization's sustainability strategies.

In today's knowledge-intensive economy, innovation has become essential for securing a competitive advantage, assisting firms in thriving, and ensuring their survival. Corporations have realised that experts are just some of the ones responsible for innovation. Employee involvement in developing innovation processes thus represents a significant cultural shift from established company practices. This realisation has led to the emergence of employee-driven innovation (EDI). There is academic work that studies different contributing factors to EDI. Management practices and leadership are crucial for implementing EDI initiatives by creating a supportive environment, encouraging innovation, and providing autonomy and guidance to employees. Recent work looks into creativity and employee work behaviour. There is also work around digital EDI, and some studies look into the organisation of EDI. However, organisations still struggle with implementing EDI. This research aims to identify key factors and practices that effectively organise EDI within high-tech organisations. The qualitative and inductive study used semi-structured interviews to generate theory and draw general conclusions. The target population includes change managers, senior managers, and employees in high-tech organisations. Twelve people from different organisations in The Netherlands participated in the study. I recorded, transcribed and anonymised the video interviews. These anonymised documents were further used for coding to identify emergent themes. The results provide valuable insights into the participants' understanding, perception, and outcomes of EDI initiatives. Initially, they showed limited awareness of EDI, but after being informed, they recognised its importance in leveraging the creative potential of all employees. The participants discussed examples of EDI initiatives, highlighting the use of digital platforms, collaborative sessions, competitions, and off-site activities to foster innovation. They acknowledged various benefits of EDI, such as cross-functional collaboration, diversity of thought, self-leadership, and persistence. However, their definition of success varied, with some focusing on idea integration while others emphasised factors like customer satisfaction or alignment with organisational priorities. Challenges associated with EDI were also identified, including organisational resistance, managing the number of ideas generated, and the lack of clear definitions for innovation and success. This study fills a research gap by offering practical insights into organising and implementing EDI effectively. The findings emphasise the importance of creating an innovative environment, recruiting individuals with specific characteristics, and organising EDI activities that are engaging and connected to daily work experiences. The highlights include leadership advocacy, fostering a supportive culture, and recognising employee efforts. The study proposes a shift in the assumption that all employees are willing to innovate and suggests integrating EDI into daily work routines. Theoretical implications indicate introducing an idea selection phase in the EDI process. Practical implications include balancing business and creativity, providing incentives, managing time effectively, promoting collaboration, and establishing transparent criteria for idea selection. The study proposes an EDI intervention framework that serves as a roadmap for organisations, emphasising idea generation, selection, implementation, cultural enablement, and transparent processes. Overall, this study contributes to understanding EDI and provides recommendations for fostering a culture of innovation.

This thesis focuses on driving innovation in organizations by involving employees in the innovation processes. Emphasis is laid on the involvement of ICT and the organizational climate in stimulating the innovative behavior of employees to create more innovativeness in the organization. The thesis holds a case study at a large-sized multinational in engineering & consultancy, from which qualitative research has been conducted through the use of a survey. The focus of the study is on construction engineering, a sector that has shown signs of stagnating growth through a lack of innovativeness. Through the qualitative analysis and based on the findings, a model is proposed on how employee-driven innovation can be managed in construction engineering in order to stimulate innovation in this sector.

The thesis studied the employer branding process as a way to increase start-ups attractiveness for potential employees. Start-ups, unlike larger and more established corporations, face challenges when it comes to recruiting talented personnel. Employer branding concerns the different strategies that a company can employ to increase the employer’s attractiveness. Thus, to investigate how this would be possible in a start-up environment, few steps needed to be taken. First, the job attributes, later defined as employer brand attributes, which make the company attractive for the candidates, needed to be studied. Secondly, the behavioral characteristics of young and talented applicants, also called in the thesis entrepreneurial behaviors, were analyzed to identify their potential effects on employer brand attributes and employer’s attractiveness. The study involved a mixed method. First, a qualitative study was performed where 5 semi- structured interviews with start-ups managers or founders helped to understand the start-up employers’ perspective on the subject. From the content analysis of the interviews, five different employer brand attributes were found: financial package offered, responsibility functions, growth and learning opportunities, work environment, and serious games. As a next step, a quantitative study was employed where the (potential) employees’ perceptions were studied through an electronic questionnaire which collected 94 respondents among students and young professionals. Using conjoint analysis and regression analysis, the results revealed that the preference order for the attributes was: financial package offered (26,86%), growth and learning opportunities (24,12%), responsibility functions (19,20%), work environment (15,16%), and serious games (14,66%). At the same time, a positive relationship was found between responsibility functions (0.845, p<0.05) with innovative behavior. A negative correlation was instead verified between proactive behavior and responsibility functions (-0,506, p<0.05), and between risk-taking behavior and responsibility functions (-0.399, p<0.05) and growth opportunities (-0.362, p<0.05). Thus, the propositions advanced by this thesis for the academics was to continue the research on employer brand attributes and entrepreneurial behaviors enlarging the sample of the study to guarantee more generalizable results. For practitioners, especially for start-up employers, the qualitative and quantitative study revealed their weakness, mainly the financial package, which should be reinforced to improve the employer’s attractiveness. Moreover, a different strategy should be thought of for each of the employer brand attributes, such as growth opportunities, work environment, responsibility functions, and serious games, because all of them presented a positive relationship towards employers’ attractiveness.