Journal of Occupational and Organizational Psychology (2000), 73, 265–285 Printed in Great Britain Ó 2000 The British Psychological Society Shopoor innovation: Facilitating the suggestion and implementation of ideas C. M. Axtell*, D. J. Holman, K. L. Unsworth, T. D. Wall and P. E. Waterson Institute of Work Psychology, University of She Y eld, UK E. Harrington AMAP (Institute for Automotive and Manufacturing Advanced Practice), Tyne & Wear, UK Despite increasing recognition of the importance of fostering innovation among shopoor employees, little empirical research has been conducted on the topic. Moreover, within work psychology, studies have tended to focus on the generation of ideas (creativity) rather than on their implementation. This study examines the impact of individual perceptions of individual, group and organiz- ational factors on both elements of innovation. It was found that the suggestion of ideas was more highly related to individual (personal and job) characteristics than the group and organizational characteristics; whereas the implementation of ideas was more strongly predicted by group and organizational characteristics. As expected, interactions were found between the number of suggestions made and group and organizational characteristics, demonstrating how successful implemen- tation of new ideas requires both their formulation in the rst place and an appropriately supportive environment. Analysis to explore which factors have the greatest impact on the innovation process was also conducted. The practical, theoretical and methodological implications of the study are discussed. In describing the philosophy adopted by Rover (UK), John Towers, the Managing Director, put it this way: ‘Everyone now has two jobs. First to build the car, second to nd ways of doing the job better’ (Caulkin, 1993). In so doing he succinctly captured a view that many practitioners and academics now endorse, that the ability of organizations to foster, develop and use the innovative potential of their shopoor employees is integral to their success (Amabile, 1988; Oldham & Cummings, 1996; Shalley, 1995; Wolfe, 1994). This perspective is a key element of many modern initiatives, such as total quality management, continuous improve- ment schemes and organizational learning (McLoughlin & Harris, 1997). It is also reected in the increasing interest being shown in such notions as organizational *Requests for reprints should be addressed to Dr Carolyn Axtell, Institute of Work Psychology, University of SheYeld, SheYeld S10 2TN, UK (e-mail: c.m.axtell@sheYeld.ac.uk). 265