Adoption and Abandonment of Matrix Management Programs: Effects of Organizational Characteristics and Interorganizational Networks

Burns, Lawton R.; Wholey, Douglas R.

doi:10.5465/256514

Cited by 145 publications

(198 citation statements)

References 32 publications

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“…Many studies focus on the diffusion of specific practices across firms over space and time (Abrahamson and Fairchild, 1999;Burns and Wholey, 1993;Teece, 1980;Westphal and Zajac, 2001); and the literature on the dynamics of the "fashion driven" market for management practices expands (Abrahamson, 1991;Clark, 2004;Gill and Whittle, 1993; Jackson, 1986); but studies looking specifically at the firm as the level of analysis, with a view to understanding the causes or consequences of its implementation of new practices more generally, are small and relatively old (e.g., Damanpour, 1987; Kimberly and Evanisko, 1981).…”

Section: The Sources Of Management Innovation: When Firms Introduce Nmentioning

confidence: 99%

“…In the UK context management innovation may be particularly important, given its leading role in shifting from products to services. In services, a company"s management and innovation therein is more likely to provide competitive advantage than technological prowess.The literature focusing on why firms introduce new management practices contains gaps.Many studies focus on the diffusion of specific practices across firms over space and time (Abrahamson and Fairchild, 1999;Burns and Wholey, 1993;Teece, 1980;Westphal and Zajac, 2001); and the literature on the dynamics of the "fashion driven" market for management practices expands (Abrahamson, 1991;Clark, 2004;Gill and Whittle, 1993; Jackson, 1986); but studies looking specifically at the firm as the level of analysis, with a view to understanding the causes or consequences of its implementation of new practices more generally, are small and relatively old (e.g., Damanpour, 1987; Kimberly and Evanisko, 1981).Furthermore these older studies focus on the internal structural context. The current article identifies the key gap in the literature as a lack of attention on how relations with external and internal partners can deliver knowledge that helps firms implement a wide range of management practices, which then may or may not improve the firm"s performance.…”

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The sources of management innovation: When firms introduce new management practices

Mol

Birkinshaw

2009

Journal of Business Research

567

556

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Management innovation is the introduction of management practices new to the firm and intended to enhance firm performance. Building on the organizational reference group literature, this article shows that management innovation is a consequence of a firm"s internal context and of the external search for new knowledge. Furthermore the article demonstrates a trade-off between context and search, in that there is a negative effect on management innovation associated with their joint occurrence. Finally the article shows that management innovation is positively associated with firm performance in the form of subsequent productivity growth.Key words: Management innovation, management practices, performance, knowledge sources 3 THE SOURCES OF MANAGEMENT INNOVATION: When Firms Introduce New Management PracticesThe phenomenon of innovation continues to attract enormous interest among management scholars. Beyond the ubiquitous technological and product innovation, a number of subfields have emerged, concerned with aspects of innovation, such as business model innovation (e.g., Markides, 1997), service innovation (e.g., Gallouj and Weinstein, 1997) and process innovation (e.g., Pisano, 1996). This article focuses on one subfield, namely management innovation (Birkinshaw, Hamel, and Mol, 2008) and its antecedents in and consequences for individual firms. Hamel (2006;2007) in particular has forcefully argued that in today"s age management innovation may represent one of the most important and sustainable sources of competitive advantage for firms because of its context specific nature among others. That makes any study into this topic particularly relevant for practice but also important from the perspective of the study of sustainable competitive advantage, a key domain of strategic management and other academic areas.For some researchers, management innovation refers to a practice or structure that is "new-to-the-state-of-the art", meaning that it has no known precedent (e.g., Chandler"s (1962) description of the invention of the M-Form structure); for other researchers, management innovation refers to something that is "new to the firm" and is adapted from another context, such as a peer firm (e.g., Zbaracki, 1998). Each approach has its own body of literature and, while both fit under the banner of management innovation, it is to the latter body of literature this article contributes. This research defines management innovation as the introduction of management practices that are new to the firm and intended to enhance firm performance. 4 The introduction of new management practices is an important issue for firms as they seek to upgrade their productivity, improve the quality of customer offerings and retain competitiveness (Ichniowski, Shaw, and Crandall, 1995;Pil and MacDuffie, 1996). Policymakers see such practices as important drivers of sector-level or national improvements in productivity.For example, the DTI Innovation Survey and "Porter Report" (published in 2003) highlights the poor adoption of ...

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Section: The Sources Of Management Innovation: When Firms Introduce Nmentioning

confidence: 99%

mentioning

confidence: 99%

The sources of management innovation: When firms introduce new management practices

Mol

Birkinshaw

2009

Journal of Business Research

567

556

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“…Due to its own uncertainty, the firm mimics the solution of the other organisation (Burns & Wholey, 1993). The mimicry of an IS is a challenge that firms often fail to master because managers and staff often have only a limited understanding of how the other organisation's IS is designed and utilised.…”

Section: Isomorphic Pressure and Related Change Typesmentioning

confidence: 99%

Development of an IS change reason–IS change type combinations matrix

Krell

Matook

Rohde

2011

European Journal of Information Systems

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Firms change their information systems (IS) for various reasons, ranging from compliance with government regulations to the development of new capabilities. When making these changes a firm can choose between four different IS change types: IS introduction, IS extension, IS replacement, and IS merger. This paper proposes that change reasons and change types are interrelated, and that certain reason-type combinations are more likely than others to result in a successful IS change. To identify these combinations, an IS change reason-IS change type matrix is developed. While the matrix is created from prior IS research, we conducted a focus group study of IS professionals to further explore and refine the matrix. Findings from the focus group study reveal that some IS change reason-IS change type combinations are more appropriate than others to carry out the IS change project successfully. We also present three examples of IS change projects to illustrate the use and value of the matrix in practice.

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“…Outra explicação indica que organizações centrais são mais visíveis em uma rede, por isso, são mais fiscalizadas e mais cobradas no que diz respeito às expectativas institucionais de mudança. Assim, em processos normativos e regulatórios, organizações centrais são mais focalizadas justamente para servirem de exemplo e estímulo às demais organizações da rede (BURNS; WHOLEY, 1993).…”

Section: Redes Interorganizacionais E Difusão De Inovações Administraunclassified

Difusion of Administrative Innovation and Structural Location in Interprise Network

Gomes

Guimarães

2009

RAI

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ResumoO objetivo da pesquisa foi descrever a relação entre a adoção de uma inovação administrativa, denominada Sistema de Avaliação da Conformidade de Empresas de Serviços de Obras da Construção Civil (SiAC), por parte de empresas que atuam no setor de obras públicas no Distrito Federal e a localização estrutural dessas empresas na rede de relacionamentos estabelecida entre elas. O estudo é importante por examinar fatores estruturais no comportamento estratégico de organizações imersas em redes de relacionamentos. O quadro teórico de referência teve como base a teoria institucional e a análise de redes sociais. Dados primários, coletados por meio de questionários e entrevistas, indicaram os relacionamentos estabelecidos entre as empresas do setor e a percepção de dirigentes dessas empresas sobre a inovação. Dados secundários, obtidos na Secretaria de Obras do Governo do Distrito Federal, identificaram os registros históricos sobre a adesão ao novo modelo gerencial no setor. Os resultados apontam para duas conclusões principais: (1) as empresas mais centrais na rede foram as primeiras a adotarem a inovação e (2) os dirigentes das empresas pioneiras na adoção consideram a inovação mais legítima e eficiente.Palavras-chave: Difusão de inovação, indústria da construção, inovação administrativa, localização estrutural, redes de empresas.

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Adoption and Abandonment of Matrix Management Programs: Effects of Organizational Characteristics and Interorganizational Networks

Cited by 145 publications

References 32 publications

The sources of management innovation: When firms introduce new management practices

The sources of management innovation: When firms introduce new management practices

Development of an IS change reason–IS change type combinations matrix

Difusion of Administrative Innovation and Structural Location in Interprise Network

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