**5. Conclusions**

At the heart of all transitions are teams and leaders who have the courage to think openly to create a long-term perspective. The literature confirms the digital transformation is influenced by the culture of innovation, the high levels of employee commitment and the capacity for organizational and individual transformation. Digital transformation is the key to business competitiveness in a changing and increasingly demanding market [16]. However, a culture that encourages innovation and creativity is needed to succeed in the railway technological transformation. While the technological investment increases, the digital revolution raises new requirements for completing the transition successfully. In this sense, one of the challenges in the digital age is the adaptation of values, procedures and experiences that characterize the entity through its employees.

A tentative conclusion from the analysis is that employee engagement is an essential driver of WI [17]. The analysis has shown that four elements are relevant for a successful innovation adoption: participatory implementation, innovation behaviors, usefulness of innovation and results demonstrability.

At the organizational level, the results revealed that organizational factors have different impacts on innovation climate. Employee-driven creativity influences the daily evolution of WI practices and gradual improvements, most railway organizations do not use their autonomy to improve WI practices [16]. These findings depart from the WI existing studies that suggest job autonomy can be relevant to guide one's behavioral intentions and has influence positively the company performance [16, 18]. However, within the process level, the result suggests that participatory

implementation plays a key role in WI Implementation. This result is in line with previous research, which confirm teamwork, internal cooperation and dialog will facilitate react more quickly to new ideas and challenges. In the correlation analysis it can be seen that the priority of the railway industry is to ensure the future by responding to business dynamics, rather than building an organizational model based on efficiency or quality or working life [16]. However, considering the change is unavoidable, railway organizations must to changes in order to be prepared for the future. There is evidence that participatory work environments and mechanisms for employee voice are associated with higher levels of innovative behavior [6]. Participatory implementation at the process level is positively related to results demonstrability and usefulness of innovation [16].

As a result, the railway industry's management practices should involve autonomous coordination. This means that instead of only suggesting ideas, the management should engage, stimulate and support the team. Then, based on their experience and point of view, employees would be able to recommend how the ideas should be developed [6, 17]. WI's current challenge thus, is to bridge the gap between employees and management.

As expected, there is a positive relation between innovation behavior and usefulness of innovation. But what's more important is that participatory implementation has an effect on all aspects of employees' perceptions of innovation (results demonstrability and usefulness of innovation). These results are aligned with previous research that evidences individual creativity has positive and significant effect on innovative behavior [19]. Finally, it can be seen there is no significant influence between the perception of innovation or innovation adoption among employees, not having a relevant role in WI autonomy and participation.

The main conclusions reached after the intensive consultation and test of the WI Scheme for rail sector is that the defined scheme is appropriate for Rail sector and it is suitable for other sectors. It is simple and flexible enough to be implemented in companies, that at the same time, can select and implement following an easy process the block or blocks they consider more relevant to better implement WI. The WI Scheme reached a great number of stakeholders and companies from different sectors. The follow up actions on the impact reached showed that the companies had a very positive reaction on the Pilot Scheme. Some observations can be made from these cases and confirm the railway industry is closely involved in the transformation towards WI practices at the process level. Within the scheme, the Block on Employees are the most relevant when implementing Workplace Innovation within an organization, followed by the organizational one and by far, the technology focused one.

However, in order to have a good implementation of the WI Scheme employees of each function should participate regardless of their role, and age, and involving several business functions as innovation goes beyond boundaries. The Scheme and Methodology is easy to use in other contexts too, when a need arises. Main obstacles that could arise are; if in the Scheme, only of technical profiles focused on product innovation are involved; if there is not enough recognition of the value of communication & management and the focus on tasks and less on getting as complete an overview as possible.

Therefore, a tentative conclusion of the analysis is that the change in the working system must be combined with a greater participation of the employees. Employees can commit to an innovative culture through the development of personal competences, but above all, it is important that employees have enough information to know where the company wants to evolve.

Future research would be necessary to analyze the preconditions for participatory structures within work teams. This is an essential factor in the WI since it

*Innovation Methodologies to Activate Inclusive Growth in the Organization DOI: http://dx.doi.org/10.5772/intechopen.99150*

is also related to the innovative behavior of employees and their commitment to the company. Companies in the sector need committed workers who are willing to face the industrial revolution of the sector. The European railway industry has the potential to be highly competitive, but it will not be so in a few decades if the transformation of workplaces is not promoted in order to attract engage and retain young talents [16]. As previously stated, the railway industry is traditional sector and in order to adapt to the changing environment it has capacities to implement innovative culture that allow continuous change in response to consumer demands. Furthermore, further research on the factors that could influence railway efficiency in the future as a result of COVID-19 should be made in order to facilitate the acceleration of railway strategies ensuring long term sustainability of the sector.
