The central assumption that the “top-down” approach is the main source of innovation has been recognized as a challenge in previous studies. This implies that decisions about the direction of major innovations are typically entrusted to a few individuals, with specifically assigned functions (e.g. policy makers, research and development, managers and departments). Høyrup (2012) noted that expert engagement in innovation, whether viewed from a research or practice perspective, has primarily focused on research and development (R&D) – l 'innovation. Little attention has been paid to the innovation that has emerged elsewhere in the organization, particularly among employees, regardless of their primary role. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay Innovation comes from the Latin word “innovare,” which means to create something new. Today, innovation is the subject of a powerful and omnipresent discourse that virtually all organizations, both private and public, cannot afford to neglect. Having the capacity for continuous innovation is described as the magic key to maintaining the edge in service delivery, a key driver of growth and skills in this era of the knowledge economy. More than ever, service organizations, whether private or public, operate in a dynamic environment characterized, among other things, by rapid technological changes, declining market share and globalization. This has required organizations to continually look for ways to remain competitive and gain a competitive advantage over their competitors through innovation. The attraction of innovation has necessitated innovation research focused on finding new models that would enable organizations (private and public) to accelerate their innovation activities using various types of knowledge. This highlighted the need to exploit all potential sources of knowledge, including ordinary employees of the organization. Although practitioners and academics agree that the ability of organizations to foster, develop and utilize the innovative potential of their employees contributes to organizational success. Ordinary employees, who make up the majority of the population in most organizations, are often excluded from these types of activities. . However, given the fact that employees sometimes have practical knowledge about customers, markets and needs, they can play an important role in the innovation process of companies. Sometimes these employees gain proprietary, in-depth, context-dependent knowledge that their managers might lack, hence the concept of Employee-Driven Innovation (EDI). Over the past decade, a few researchers and organizations have begun to focus on employee-driven innovation (EDI). This stems from the belief that employees are one of the most important assets of any organization. They are a key source of improved service delivery, essential for workplace innovation. It is assumed that all employees have the potential for creative thinking and will be able to contribute to innovation and change. EDI is considered an innovation driven by ordinary employees of an organization well beyond their assigned function. Ordinary employees are now recognized as important and ongoing producers of.