WHAT INNOVATION MANAGER CAN LEARN FROM THE VOLUNTEERING INDUSTRY

1. Introduction and research problem
Innovation managers operate at the forefront of organizational transformation but face a unique set of challenges that often hinder the success of their initiatives. Five major problems commonly encountered include: resistance to change in general, lack of sustained stakeholder engagement, misalignment between innovation and corporate culture, difficulty securing resources, and unclear ownership of innovation outcomes. A critical and often underestimated aspect is that every innovation project is inherently a change initiative. Whether introducing a new product, process, or business model, these projects disrupt routines, roles, and structures, triggering uncertainty, fear, and defensive behaviours.
Within such change projects, managers must address several challenges. Three core issues include: (1) overcoming resistance from affected staff, (2) maintaining alignment between innovation goals and operations, and (3) sustaining motivation among employees impacted by the change. The latter is particularly complex, as these individuals are often not directly involved in the innovation work, yet their support is essential for success.
To address this motivational challenge, it may be useful to look beyond traditional approaches and explore how other sectors manage motivation under difficult conditions. The volunteering sector presents an intriguing parallel: in these organizations, motivation is not driven by financial reward, but by intrinsic factors such as purpose, recognition, and belonging. Maintaining volunteer engagement is a core competency, making these organizations a valuable source of insight.
This study therefore asks: How can understanding the motivational principles of volunteers help innovation managers engage and motivate company personnel impacted by innovation activities? Based on 20 qualitative interviews with volunteers from various organizations, the research identifies different motivational profiles and how they evolve over time, offering practical guidance for managing human dynamics within innovation projects.

2. Methods
The methodology of the research was grounded in an inductive approach, selected to explore complex human motivations that are difficult to quantify. This approach was appropriate because the study aimed to generate new insights rather than test existing theories. Specifically, the research sought to understand why and how volunteers remain engaged or disengage over time, with the goal of transferring these insights to improve engagement in innovation projects.
To gather rich and nuanced data, the study relied primarily on qualitative semi-structured interviews, which allowed for flexibility and depth in exploring individual experiences. This method was chosen because it enables participants to share detailed, personal accounts that reveal underlying motivational patterns and context-specific challenges. A total of 20 interviews were conducted with volunteers of various backgrounds and commitment levels, both active and disengaged, ensuring a diverse range of perspectives. Interviews were held in person or via Microsoft Teams in the second half of 2024 in southeast Queensland, Australia.
The data were analysed using thematic analysis following Braun and Clarke’s six-phase process, enhanced by the MECE (Mutually Exclusive, Collectively Exhaustive) framework to ensure clarity and structure in theme development. This methodology allowed for the identification of distinct motivational profiles and evolving engagement patterns, which are highly relevant for innovation managers seeking to motivate employees affected by continuous change.

3. Results and findings
This study identified key challenges faced by personnel affected by innovation projects, including uncertainty, resistance to change, loss of control, and declining motivation. These challenges often stem from the disruptive nature of innovation, which alters established routines and roles. To better understand these dynamics, we clustered affected individuals into five overarching functional groups, each defined by their role within the company and how they are affected by the innovation project. Within each group, we identified three subtypes, depending on their general attitude to change, resulting in a total of 15 distinct personas representing different reactions to change.
In parallel, five core motivational patterns were identified from interviews with volunteers: (1) purpose-driven, (2) community-oriented, (3) growth-seeking, (4) value-aligned, and (5) recognition-focused. Each pattern was linked to a set of proven strategies used by volunteering organisations to sustain engagement over time.
By mapping these motivational patterns onto the 15 identified personas, we developed a practical cross-sector framework. This enabled us to apply volunteer-based motivation strategies to specific types of personnel affected by innovation.
For example, value-aligned individuals benefit from clearly communicated purpose, while recognition-focused types respond to visible appreciation. This approach offers innovation managers targeted engagement tactics to support motivation, reduce resistance, and enhance the success of innovation initiatives through tailored, human-centered interventions.

4. Conclusions, implications and significance
This study highlights the untapped potential of cross-sector learning between the volunteering and innovation management domains. By identifying parallels in motivational dynamics, we developed a practical framework that allows innovation managers to apply proven volunteer engagement strategies to support personnel affected by change. The classification of 15 employee personas, each aligned with one of five motivational patterns derived from volunteer behaviour, offers a nuanced understanding of how different individuals respond to innovation projects. These insights provide a foundation for designing tailored motivation strategies that go beyond traditional management techniques and directly address the emotional and psychological needs of staff during change.
The implications are significant: innovation managers are better equipped to anticipate resistance, increase buy-in, and foster sustained engagement across diverse stakeholder groups. Rather than relying on a one-size-fits-all approach, this research advocates for personality- and motivation-driven interventions, improving the likelihood of innovation success. Additionally, the findings underscore the importance of purpose, recognition, community, and personal development, often overlooked in corporate settings but central to volunteer retention. As organisations continue to pursue transformation, these insights offer a human-centred approach to innovation management that aligns strategy with engagement, ultimately enhancing project outcomes and organisational resilience in times of change.