Beyond engineering skills, today’s graduates are expected to have a number of professional skills by the time they enter the working world. Increasingly, innovation is one of the arenas where professional engineers should be adept at operating. However, in order to educate our students for contributing to innovation activities in their organizations, we need a better understanding of the knowledge, skills and attitudes that are relevant for early-career engineers in their development efforts. As a starting point to add to this understanding, we start by asking: what does meaningful engineering work look like in the eyes of early career engineers? We then go on to consider engineering work that is not only meaningful but also innovative, asking: What does innovative work look like in the eyes of early career engineers? Finally, we consider: How do innovative work and engineering work more generally compare?
Based on qualitative in-depth semi-structured interviews, this paper analyzes the work experiences of 13 young engineers in their first years of work after graduating from universities in the United States. Interviewee-reported critical incidents of top and bottom moments, as well as experiences in creating, advancing and implementing new ideas in work, were coded into different dimensions of learning experiences according to Mezirow’s [1] transformative learning theory in order to understand better what these experiences comprise. Many positively experienced innovation efforts were related to implementing new features or components to products or process improvements, and collaboration and feedback played an important role in these efforts. Negatively experienced innovation efforts, in contrast, were related to a lack in implementation, solutions and resources. Top and bottom moments were strongly tied to the social dimension of work: top moments were typically related to camaraderie with peers or recognition coming from managers, and bottom experiences with an absence of social connections in addition to falling short of one’s own expectations.
The results suggest that managers should be cognizant of the importance of social connections and feedback cycles with their young engineers who are looking for guidance and validation
of their efforts. For educators, the results highlight the importance of equipping our graduates with skills suited to navigate this active, social landscape of engineering practice. There are more challenges to tackle in today’s educational settings to prepare students for the collaboration, people-coordination, presentation, and community-building skills they will need in their professional lives.
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The dynamics of innovation efforts in the early career
Although innovation is highly valued in organizations, early‐career professionals face a paradox of bringing in novel ideas, yet having varied latitude and support to see these new ideas through. Building on 35 critical‐incident‐based interviews with early‐career engineers in the United States, this study illuminates the socially situated dynamics of their innovation efforts, examining the process of such promotive proactive behaviour. We find that all participants reported some engagement in creating, championing and implementing new ideas, typically in the form of self‐initiated improvements to the tools and processes participants used in their jobs. Encouragement from direct supervisors, supportive organizational cultures and practices, job scope, time afforded and one's perceived status were key considerations in determining whether to take such initiative. Carrying out innovative work behaviours, in turn, was largely dependent on continued employee initiative and ad hoc, informal cooperation, with individual effort punctuated by influential interactions with others that often determined the perceived valence of efforts. The study adds to understanding the social interactions and perceptions of voice required for innovative work behaviour, revealing when and to whom these prerequisites are afforded. Implications for organizations' innovation capacity and new hires' participation in innovation are discussed.
more » « less- NSF-PAR ID:
- 10397228
- Publisher / Repository:
- Wiley-Blackwell
- Date Published:
- Journal Name:
- Creativity and Innovation Management
- Volume:
- 32
- Issue:
- 1
- ISSN:
- 0963-1690
- Page Range / eLocation ID:
- p. 80-99
- Format(s):
- Medium: X
- Sponsoring Org:
- National Science Foundation
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