Why Good Ideas Aren’t Enough: New Research on What Drives Bottom-Up Change
New research co-authored by Joseph Kim, assistant professor of management, reveals why trusting relationships matter as much as expertise in turning ideas into action.
Joseph Kim, Assistant Professor of Managerial Studies shares his research.
What helps employees turn ideas for organizational improvement into real change? New research coauthored by Joseph Kim, assistant professor of management, integrates findings from 105 studies involving more than 33,000 people. The study distinguishes between gaining endorsement for an idea and successfully putting that idea into practice. The results show that employees’ expertise and credibility can help them gain support for their ideas, but strong, trusting relationships with leaders and colleagues are especially important for securing the resources and cooperation needed to turn those ideas into action. The findings highlight why organizations should invest not only in developing employees’ knowledge and skills, but also in creating opportunities for them to build trust and meaningful connections across the workplace.
Lam, C. F., Kim, Y. J., Du, Q., Yu, A., Park, H. S., & Kim, J. K. (2026). What constitutes bottom-up change success? An integrative review and a meta-analysis of the effects of human and social capital on endorsement and implementation. Organizational Behavior and Human Decision Processes, 194, 104494.