Periodic Reporting for period 2 - DINNOS (Diversity innovation support scheme for SMEs)
Okres sprawozdawczy: 2021-04-01 do 2023-03-31
Due to shifting demographics in Germany, Ireland, and the UK, coupled with changing retirement policies, workplace age diversity is set to rise. This shift holds significance for innovation at various levels. On an individual level, advancing age often correlates with a decline in fluid cognitive abilities, crucial for innovative idea generation. On an organizational level, conflicts and age-related stereotypes detrimentally affect innovation.
To counteract and reverse the adverse effects of age diversity on innovation, an innovation support scheme for SMEs was developed, implemented, and assessed. This scheme encompassed interventions for both individuals and leaders. At the individual level, cognitive ability training was introduced to mitigate the decline in fluid cognitive skills, thereby fostering innovative idea creation—especially among older employees. Additionally, leadership training aimed to diminish age-related stereotypes and conflicts, while promoting appreciation for age diversity.
DINNOS conducted an evaluation of this innovation support scheme across SMEs in Germany, Ireland, and the UK. Training was provided to 174 SMEs and nearly 200 individual employees. Given the significance of diversity and innovation for business resilience, all training materials were made publicly accessible.
The effectiveness of the intervention scheme was evaluated. Based on the evaluation, policy recommendations were drafted.
The results of the project were published as per the dissemination plan. The training content was also made available and accessible.
To counteract and reverse the adverse effects of age diversity on innovation, an innovation support scheme for SMEs was developed, implemented, and assessed. This scheme encompassed interventions for both individuals and leaders. At the individual level, cognitive ability training was introduced to mitigate the decline in fluid cognitive skills, thereby fostering innovative idea creation—especially among older employees. Additionally, leadership training aimed to diminish age-related stereotypes and conflicts, while promoting appreciation for age diversity.
DINNOS conducted an evaluation of this innovation support scheme across SMEs in Germany, Ireland, and the UK. Training was provided to 174 SMEs and nearly 200 individual employees. Given the significance of diversity and innovation for business resilience, all training materials were made publicly accessible.
The effectiveness of the intervention scheme was evaluated. Based on the evaluation, policy recommendations were drafted.
The results of the project were published as per the dissemination plan. The training content was also made available and accessible.
During the final reporting period, we focused on 4 Work Packages:
1. WP3 - Randomised Control Trial Design and Recruitment:
In this phase, we crafted a comprehensive Randomised Control Trial (RCT) and successfully enlisted the intended participants. We executed a sophisticated RCT, employing both an experimental and waiting-list control group. Notably, our recruitment efforts extended to Ireland, yielding 107 businesses, with 68 completing the baseline questionnaire. As per amendment AMD-824217-7, we conducted additional studies to assess the impact of cognitive training on creativity and creative process engagement. Overall, 297 participants were engaged in various studies through Prolific.
2. WP4 - RCT Implementation and Data Collection:
WP4 involved executing the RCT as per the design outlined in WP3. This entailed measuring outcomes across three time points: T1 (baseline), T2 (three months post-administration of the Innovation Support Scheme to the experimental group), and T3 (three months after the waiting-list control group received the Scheme). Data collection occurred in both Germany and Ireland for the leadership training, and in Germany, Ireland, and the UK for the cognitive training.
3. WP5 - Data Analysis:
In this phase, data analysis occurred across Germany, Ireland, and the UK. For leadership training, three distinct analytical methods were employed to assess its efficacy within the experimental group. These methods included separate assessments for outcomes using a generalized linear model, a simultaneous assessment through a path model, and an effectiveness test using mixed ANOVA. As for the cognitive training, given the high dropout rate in the initial German study, no analysis was conducted on the limited data collected. The second cognitive study, focusing on identifying cognitive predictors of creative outcomes, utilized basic descriptive correlation analysis and a mixed-ANOVA for the online experimental trial via Prolific.
4. WP6 - Dissemination Plan Development and Implementation:
This phase involved creating and enacting a comprehensive dissemination plan for promoting the DINNOS project and its results. Activities encompassed launching a project website, engaging in social media initiatives, hosting project conferences and presentations, and distributing informative materials. Post-project, dissemination activities will persist to ensure maximal impact, with project results being actively employed in teaching, research, and new funding endeavours for at least four years after completion.
The evaluation concludes that the leadership intervention indeed stimulates innovation and creativity. However, the precise underlying mechanism remains unclear.
Furthermore, the cognitive training exhibits the potential to enhance creativity, although subsequent studies are necessary provide a better understanding.
1. WP3 - Randomised Control Trial Design and Recruitment:
In this phase, we crafted a comprehensive Randomised Control Trial (RCT) and successfully enlisted the intended participants. We executed a sophisticated RCT, employing both an experimental and waiting-list control group. Notably, our recruitment efforts extended to Ireland, yielding 107 businesses, with 68 completing the baseline questionnaire. As per amendment AMD-824217-7, we conducted additional studies to assess the impact of cognitive training on creativity and creative process engagement. Overall, 297 participants were engaged in various studies through Prolific.
2. WP4 - RCT Implementation and Data Collection:
WP4 involved executing the RCT as per the design outlined in WP3. This entailed measuring outcomes across three time points: T1 (baseline), T2 (three months post-administration of the Innovation Support Scheme to the experimental group), and T3 (three months after the waiting-list control group received the Scheme). Data collection occurred in both Germany and Ireland for the leadership training, and in Germany, Ireland, and the UK for the cognitive training.
3. WP5 - Data Analysis:
In this phase, data analysis occurred across Germany, Ireland, and the UK. For leadership training, three distinct analytical methods were employed to assess its efficacy within the experimental group. These methods included separate assessments for outcomes using a generalized linear model, a simultaneous assessment through a path model, and an effectiveness test using mixed ANOVA. As for the cognitive training, given the high dropout rate in the initial German study, no analysis was conducted on the limited data collected. The second cognitive study, focusing on identifying cognitive predictors of creative outcomes, utilized basic descriptive correlation analysis and a mixed-ANOVA for the online experimental trial via Prolific.
4. WP6 - Dissemination Plan Development and Implementation:
This phase involved creating and enacting a comprehensive dissemination plan for promoting the DINNOS project and its results. Activities encompassed launching a project website, engaging in social media initiatives, hosting project conferences and presentations, and distributing informative materials. Post-project, dissemination activities will persist to ensure maximal impact, with project results being actively employed in teaching, research, and new funding endeavours for at least four years after completion.
The evaluation concludes that the leadership intervention indeed stimulates innovation and creativity. However, the precise underlying mechanism remains unclear.
Furthermore, the cognitive training exhibits the potential to enhance creativity, although subsequent studies are necessary provide a better understanding.
A noteworthy positive shift occurred through the inclusion of Trinity College Dublin in the consortium. This strategic partnership notably amplified the project's influence, particularly benefiting SMEs and individuals in Ireland. The robust response from 431 companies across the UK, Germany, and Ireland expressing interest underscores the significance of nurturing innovation capacities among SMEs.
Furthermore, the enthusiastic engagement of participating German companies, many of whom sought training for multiple leaders within their organizations, signifies a pronounced commitment and potential impact within these entities. Nevertheless, it's crucial to address the challenge of elevated dropout rates, which could be linked to heightened workloads and the complexities posed by the COVID-19 pandemic.
To counter these dropout rates, providing companies with the choice between the online training adopted in Germany and the shorter but more immersive in-person training implemented in Ireland could prove advantageous. This adaptable approach to training delivery accommodates distinct company needs and circumstances, thereby bolstering participation and optimizing the ISS's effectiveness.
Concerning the cognitive training aspect, the adoption rate fell below projections. However, the favorable feedback garnered from participating employees underscores that if companies integrate this training into their repertoire of health measures, it can still significantly contribute to enhancing organizational innovation capabilities. It's pivotal for companies to grasp the value inherent in integrating such measures, thereby unlocking greater innovation potential.
Furthermore, the enthusiastic engagement of participating German companies, many of whom sought training for multiple leaders within their organizations, signifies a pronounced commitment and potential impact within these entities. Nevertheless, it's crucial to address the challenge of elevated dropout rates, which could be linked to heightened workloads and the complexities posed by the COVID-19 pandemic.
To counter these dropout rates, providing companies with the choice between the online training adopted in Germany and the shorter but more immersive in-person training implemented in Ireland could prove advantageous. This adaptable approach to training delivery accommodates distinct company needs and circumstances, thereby bolstering participation and optimizing the ISS's effectiveness.
Concerning the cognitive training aspect, the adoption rate fell below projections. However, the favorable feedback garnered from participating employees underscores that if companies integrate this training into their repertoire of health measures, it can still significantly contribute to enhancing organizational innovation capabilities. It's pivotal for companies to grasp the value inherent in integrating such measures, thereby unlocking greater innovation potential.