Background 

To achieve a competitive advantage, organizations need innovative output. This can be established by individuals that demonstrate Innovative Work Behavior (IWB). However, IWB is not a personality characteristic, it can be learned. The problem is that behavior change attempts often get derailed over time due to motivation loss. An approach to learn new behavior is through the formation of habits. Habits are automated behaviors that are being performed without conscious effort and thus do not require motivational effort. Therefore, a solid yet understudied approach to change behavior in an organizational setting to foster IWB. 

Purpose 

This thesis aims to increase understanding in short term habit formation through applying a behavior change intervention mechanism. The habits are inspired by behaviors that foster IWB. This research opens new avenues in which IWB is examined in relationship with habit formation theory. 

Method 

In this exploratory study, action research methodology was chosen to initiate change via an organizational intervention that facilitates habit formation. The intervention strategy adopted context-repetition theory and behavior change techniques. Data collection came from four sources: Journal keeping, second-person inquiry’s, interviews, and observations. Grounded theory was used to analyse the data. This analysis process led to the discovery of 8 distinct categories. The relationships between the categories are visualized in a theoretical framework. 

Conclusion 

In this organization intervention we have identified three distinct groups: (i) Change champions, (ii) invisibles, and (iii) non-reactives. (i) Showed that behavior can be automated within four weeks, hence IWB habits can be formed. The barriers to change behavior are for (ii) the comfort zone and for (iii) organizational culture. A moderator that applies behavior change techniques; problem solving, and social support can circumvent the barrier for (ii). Our theoretical framework does not only lay out possible avenues for future research, but also has practical implications for organizations that aim to learn behaviors that foster IWB.