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.

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.

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.

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.

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...

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.