The expansive research on innovation in organizations has primarily followed a technological imperative, postulating that organizations organize their innovation efforts through research and development (R&D) activities. Theories of innovation are thus shaped mostly from the studies of technology-based innovations in the manufacturing sector, yet are applied in all contexts. This article advocates research on managerial innovations -new approaches to devise strategy and structure of tasks and units, modify the organization's management processes and administrative systems, motivate and reward organizational members, and enable organizational adaptation and change. We examine the conceptual development, generation and adoption processes, antecedents, and influences of managerial innovation on organizational conduct. By increasing an understanding of managerial innovation, this article aims to complement existing theories of innovation derived from the studies of technological innovations and thus help extend and advance theory and research on innovation process and outcome in organizations.

ABSTRACT:The literature on certifiable management standards has not paid sufficient attention to implementation of standard requirements in certified firms. Firms that obtain standard certification to achieve the legitimacy benefits of certification may not implement standard requirements sufficiently to realize the standard’s intended performance outcomes. We argue that such decoupling of implementation from certification threatens the effectiveness of certifiable standards as governance mechanisms for firms’ environmental conduct because standard certification may not accurately signal firms’ superior environmental performance to external stakeholders. Empirical findings based on the ISO 14001 standard at the facility level support this view: Quality of standard implementation affects facilities’ environmental performance, and environmental performance of certified and non-certified facilities does not differ significantly for the overall sample and low-quality implementers, while high-quality implementers have better environmental performance than their non-certified counterparts. We provide recommendations for increasing the effectiveness of governance systems for firm conduct based on certifiable standards.

PurposeThe aim of this paper is to examine how corporations in India interpret corporate social responsibility (CSR). Focusing on four commonly known approaches: the ethical, the statist, the liberal, and the stakeholder approach, the paper seeks to investigate the reported drivers and barriers to implementing CSR practices.Design/methodology/approachThe paper surveyed top‐level managers of a sample of companies currently engaging in a CSR initiative, representing a variety of industry sectors.FindingsThe study finds that the CSR approach that is most favored by Indian firms is the stakeholder approach and that the caring or the moral motive, followed by the strategic or profit motive, are important drivers for Indian firms to pursue CSR. Further, the results indicate that the most significant obstacles to CSR implementation are those related to lack of resources, followed by those related to the complexity and difficulty of implementing CSR.Research limitations/implicationsThe study focuses on the activities of leading Indian firms participating in the UN Global Compact (GC), thereby restricting one's knowledge of CSR practices of non‐participants. Future research should expand on this effort either by conducting comparative studies of non‐participants to the GC, or by investigating CSR practices of firms engaging in other voluntary initiatives.Originality/valueThe majority of studies on CSR are still embedded in the economic and organizational contexts of Europe and the USA. This research aims to address this gap by focusing on the CSR framework of developing nations, particularly the emerging market of India.