Well-being as a lever for competitiveness
Purpose: The aim of this paper is to integrate two usually separate lenses - enterprise competitiveness and employee well-being - into one analytical framework. Competitiveness is operationalized through specific organizational innovations classified according to the Oslo Manual (2018), while well-b...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2025 |
| País: | España |
| Institución: | Universitat Autònoma de Barcelona |
| Repositorio: | Dipòsit Digital de Documents de la UAB |
| Idioma: | inglés |
| OAI Identifier: | oai:ddd.uab.cat:324762 |
| Acceso en línea: | https://ddd.uab.cat/record/324762 https://dx.doi.org/urn:doi:10.29119/1641-3466.2025.234.38 |
| Access Level: | acceso abierto |
| Palabra clave: | Employee well-being Organisational innovation Corporate competitiveness PERMA Oslo Manual 2018 |
| Sumario: | Purpose: The aim of this paper is to integrate two usually separate lenses - enterprise competitiveness and employee well-being - into one analytical framework. Competitiveness is operationalized through specific organizational innovations classified according to the Oslo Manual (2018), while well-being is conceptualized using Martin Seligman's (2011) PERMA model and empirically grounded in employees' stated needs. The theoretical foundations are drawn from positive psychology and strategic human resource management. Design/methodology/approach: An anonymous PERMA-based online survey (April 2025) yielded 49 usable replies from 139 invited office employees. The instrument combined 10-point Likert items with open-ended questions. Descriptive statistics, inter-item correlations and Cronbach's alpha (α = 0.91) confirmed internal consistency. The analysis identified which PERMA dimensions required the greatest support and, on that basis, matched the revealed needs with organisational-innovation. The resulting set of innovations is intended to address the priority well-being gaps while simultaneously enhancing the firm's competitive advantage. Findings: The study shows that employees rate sense of purpose and awareness of personal strengths highest (mean = 7.9 on a 1-10 scale). The lowest scores concern the ability to engage co-workers (6.5) and regulation of negative emotions (6.7). Fully 96 % of respondents believe that raising well-being will directly enhance the firm's competitiveness. Open-ended comments most often mention the need for better stress-management techniques, practical opportunities to use talents and a more systematic, goal-oriented work style. These gaps were mapped onto the four organisational-innovation types defined in the Oslo Manual (2018): workplace organisation, business practices, external relations, knowledge management. |
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