The intra-firm diffusion of complementary innovations: Evidence from the adoption of management practices by British establishments

Battisti, Giuliana; Iona, Alfonsina

doi:10.1016/j.respol.2009.06.002

Cited by 61 publications

(49 citation statements)

References 43 publications

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“…This leads us to hypothesize that organizational and managerial innovations have a different level of importance in family firms when compared to non-family firms. A recent study focusing on the adoption of management practices points to this as well: Battisti and Iona (2009) show that managerial innovations are not as readily adopted in family firms. It is speculated that a more concentrated ownership structure reduces the need to adopt management practices.…”

Section: Development Of Hypothesesmentioning

confidence: 99%

Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success

2011

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Family firms play a significant role in national economies worldwide, accounting e.g. for 85% of all enterprises in the OECD countries as well as for the majority of companies in Central Europe. Previous scholarly research on family firms has mostly focused on the question of how they differ from public corporations, describing family firms as being more conservative, less risk-raking, or reluctant to grow-in sum, as being less entrepreneurial than their non-family counterparts. Similarly, the existing literature often criticizes the lack of innovation in family firms. But since innovation has long been discovered as one of the key drivers to company success, it is surprising that its role in family firms has been mostly neglected in existing academic research so far. The aim of this article is therefore to study the role of (managerial and organizational) innovation in family firms compared to non-family firms on the basis of an empirical survey of 533 companies from Finland, using structural equation modelling (MPlus) for the statistical analyses.

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Section: Development Of Hypothesesmentioning

confidence: 99%

Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success

2011

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“…Watson (1994) asserts that in its extreme form, managers may adopt practices in order to further their position or career even if the idea is unsuitable or flawed. A number of other studies exist which come to similar conclusions (e.g., Battisti and Iona 2009;Damanpour and Schneider 2006;Kraus and Lind 2010;Lapsley and Wright 2004;Madsen and Stenheim 2014;Ravichandran 2000;Sturdy 2004;Wiersma 2009). …”

Section: Literature Review -Some Empirical Findingsmentioning

confidence: 61%

7 Adoption and diffusion of the balanced scorecard innovation among businesses in Møre og Romsdal

Wennersberg¹,

Engeskar²,

Panteleeva³

et al. 2016

Innovasjon Og Entreprenørskap

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This work is licensed under the Creative Commons Attribution 4.0 International (CC-BY 4.0).To view a copy of this license, visit http://creativecommons.org/licenses/by/4.0/. (4) learning and growth. The tool was further developed by linking the four perspectives together into strategy maps. Objectives are linked together in chains of cause-and-effect relationships both within and between adjacent perspectives. In addition to a description of the adoption and diffusion processes, we address the following research questions: Is BSC an innovation? Are there differences with respect to the use of BSC among industries and businesses? Can the findings give some insight regarding the content of the BSC used over time?A survey was carried out in Møre og Romsdal using a questionnaire that was completed by 71 businesses (21 % of the organizations contacted). About 60 % of the respondents used the BSC and had done so for an average of around 8.6 years. There is a high level of variation among the businesses as well as differences among industries. The cumulative adoption curve (the diffusion curve) seems to be S-shaped. Thus, the adoption curve is bell-shaped. It appears that the BSC adopters belong to the late majority and that the diffusion process is in the maturity stage. The content of the scorecard appears to change over time. At first, the focus is on financial measures, while over time, there is an increasing emphasis on measures regarding the other three perspectives. Thus, adoption of the BSC appears to be an ongoing process. The paper puts forward managerial implications, suggestions for further research as well as a conclusion.

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“…As an alternative method of intra-firm use, we could perform factor analyses on the portfolios and construct linear measures of adoption from the components that explain most of the variation in the data (Battisti and Iona, 2009 between-portfolio variation is allowed by the method but variation within-portfolio is not permitted, and we are unsure whether such constraints are valid.…”

Section: Tablementioning

confidence: 99%

The Influence of Information Sources on Inter- and Intra-Firm Diffusion: Evidence from UK Farming

Waters

2013

SSRN Journal

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We study the effect of different information sources on diffusion between and within companies.Our model of economically optimising farmers replicates results from dual process persuasion theory, and predicts that inter-firm diffusion will be primarily affected by reliable, easily accessible information while intra-firm diffusion will be influenced by technical information. The results are tested on UK farming data. Consistent with our model, information from agents, suppliers, farmers, and agricultural magazines influences inter-firm adoption, from buyers influences intra-firm adoption, and from crop consultants, academics, government, and an industry body influences both.

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The intra-firm diffusion of complementary innovations: Evidence from the adoption of management practices by British establishments

Cited by 61 publications

References 43 publications

Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success

Innovation in family firms: an empirical analysis linking organizational and managerial innovation to corporate success

7 Adoption and diffusion of the balanced scorecard innovation among businesses in Møre og Romsdal

The Influence of Information Sources on Inter- and Intra-Firm Diffusion: Evidence from UK Farming

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