Management innovation: a dynamic analysis of the implementation phase over time

Abstract

We develop management innovation theory, providing insights into the role of time in the implementation phase. The management innovation literature has sought to empirically identify factors that facilitate or hinder management innovation implementation from a static perspective. To address the evolution of these factors' resistance, a temporal perspective is appropriate, but an analysis of these factors' evolution over time is lacking. We identify the inhibiting factors that influence the management innovation implementation phase over time and address ways in which they evolve.We conduct a comparative longitudinal and dynamic analysis based on two intermediate-sized enterprises and address the obstacles that emerge during the implementation phase of a specific management innovation: lean manufacturing. Our results highlight different categories of inhibiting factors: some inhibiting factors appear at the beginning of the implementation phase with high intensity and then fade over time; conversely, other inhibiting factors appear later and then increase in intensity.

Management Innovation and Open Innovation: For and Towards Dialogue

“…In regards to the MI antecedents, this research confirms finding made by other authors that among the four traditional groups of the antecedents (characteristics of the organization, managerial factors, environmental or external factors, and attributes of the innovation), internal factors (organizational and manager's characteristics) dominate, to the detriment of environmental ones (Mol, Birkinshaw, 2009;Damanpour Aravind, 2012;Volberda et al, 2013). Organizational factors cover eight antecedents: organizational size, knowledge management, organizational structure and strategy, HR management, dynamic capabilities 3 , organizational culture, organizational resources and networks (Robert et al, 2017;Khallouk, Robert, 2018;Robert et al, 2019). The two most frequently-studied of these antecedents are organizational size and knowledge management, comprising acquisition, sharing, use and development of knowledge inside the firm.…”

“…In the opinion of Hamel and Breen (2008), MI primarily relates to anything that substantially modifies the way management is exercised. Since its definition stabilized, interest has revived in the MI concept in the last decade (Volberda et al, 2014;Mignon et al, 2017;Robert et al, 2017;Khallouk, Robert, 2018;Khosravi et al, 2019;Giuliani et al, 2018;Robert et al, 2019). In the final analysis, it is essential to remember that MI always significantly modifies the way managers execute their management tasks in pursuit of a performance goal.…”

Barriers and opportunities to innovation for legal service firms: a thematic analysis-based contextualization

“…Innovation is a compelling theme in operations management with strong associations with growth, prosperity, and the survival of the firm (Hamel 2006). It is one of the best ways for a company to reach its performance objectives (Robert et al 2019) especially for service companies that typically lack an in-depth understanding of the practices that can be implemented to improve their operations' efficiency (Belvedere 2014). Innovation for the professional service sector is the entrance of new technological tools, the effective management of employees, and the transformation of employees' knowledge into services (Clegg, Balthu, and Morris 2020;Bourke, Roper, and Love 2020).…”

Management Innovation: A Critical Review

“…Birkinshaw et al, 2008;A. David, 2019;Klein & Sorra, 1996;Robert, Giuliani, Guilloton, & Khallouk, 2019;Rogers Everett, 1995;Van de Ven, Polley, Garud, & Venkataraman, 1999;Yi, Berry, & Chen, 2019). Compared to the outcome approach to MI, the process approach has received less attention.…”