Skip to main content
SpringerLink
Log in

How Should Firms Deeply Implement Adoptive Management Innovation?

  • Chapter
  • First Online:
Adoptive Management Innovation

  • 1005 Accesses

Abstract

This chapter describes the conception of what makes adoptive management innovation unique and a review of literatures on management innovation. Four key perspectives in the literature of management innovation have been identified, including condition perspective, effectiveness perspective, diffusion perspective and process perspective. It is worth noting that the research on management innovation based on Chinese enterprises’ practices is more systematic and in-depth than that abroad, and the research results are abundant. Perhaps the research hasn’t distinguished the adoptive type and all-new type of management innovation, or it has paid more attention and emphasis on the all-new innovation concerning about new knowledge creation, all these studies have laid an important foundation for the exploration of adoptive management innovation.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 109.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    CITIC represents China International Trust and Investment Corporation which has developed into a large state-owned multinational conglomerate with both financial and non-financial businesses. By the end of 2014, CITIC’s total assets stood at RMB 4732.9 billion, net assets RMB 267.6 billion, total revenue RMB 340.9 billion, and net profit RMB 29.1 billion. CITIC has been listed on Fortune Global 500 for seven consecutive years since 2009, ranking 186th in 2015.

  2. 2.

    The LTL service moves goods from many different customers on one truck; while the FTL service moves full containers or trucks of one product from one customer. Therefore, the LTL service offers customers a more cost-effective method of shipping goods than the FTL service.HOAU offers more LTL service.

References

  • Anand, G., Gray, J., Siemsen, E.: Decay, shock, and renewal. Organ. Sci. 23(6), 1700–1716 (2011)

    Article  Google Scholar 

  • Andriopoulos, C., Lewis, M.W.: Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation. Organ. Sci. 20(4), 696–717 (2009)

    Article  Google Scholar 

  • Argyris, C., Schön, D.A.: Organizational Learning: A Theory of Action Perspective. Birkhäuser Basel (1978)

    Google Scholar 

  • Ashforth, B.E., Fried, Y.: The mindlessness of organizational behaviors. Hum. Relat. 41(4), 305–329 (1988)

    Article  Google Scholar 

  • Balogun, J., Johnson, G.: Organizational restructuring and middle manager sensemaking. Acad. Manag. J. 47(4), 523–549 (2004)

    Article  Google Scholar 

  • Barney, J.B.: Firm resource and sustained competitive advantage. J. Manag. 17(1), 99–120 (1991)

    Google Scholar 

  • Becker, M.C.: Organizational routines: a review of the literature. Ind. Corp. Change 13(4), 643–678 (2004)

    Article  Google Scholar 

  • Becker, M.C., Lazaric, N., Nelson, R.R., Winter, S.G.: Applying organizational routines in understanding organizational change. Post-Print 14(5), 775–791 (2005)

    Google Scholar 

  • Birkinshaw, J., Mol, M.J.: How management innovation happens”, Sloan Manag. Rev. 47(4), 81–88 (2006)

    Google Scholar 

  • Birkinshaw, J., Crainer, S., Mol, M.: Special report on management innovation. Bus. Strategy Rev. 18(1), 45–73 (2007)

    Google Scholar 

  • Birkinshaw, J., Hamel, G., Mol, M.J.: Management innovation. Acad Manag Rev 33(4) (2008)

    Google Scholar 

  • Birnholtz, J.P., Cohen, M.D., Hoch, S.V.: Organizational character: on the regeneration of camp poplar grove. Organ. Sci. 18(2), 315–332 (2007)

    Article  Google Scholar 

  • Blumer, H.: Symbolic Interaction: Perspective and Methods, Englewood Cliffs. Prentice Hall, NJ (1969)

    Google Scholar 

  • Blumer, H., Morrione, T.J.: George Herbert Mead and Human Conduct. Altamira Press (2004)

    Google Scholar 

  • Bresman, H.: Changing routines: a process model of vicarious group learning in pharmaceutical R&D. Acad. Manag. J. 56(1), 35–61 (2013)

    Article  Google Scholar 

  • Chi, W., Freeman, R.B., Kleiner, M.M.: Adoption and termination of employee involvement programs. NBER working paper, W12878 (2007)

    Google Scholar 

  • Cohen, M.D., Bacdayan, P.: Organizational routines are stored as procedural memory: evidence from a laboratory study. Organ. Sci. 5(4), 554–568 (1994)

    Article  Google Scholar 

  • Cohen, W.M., Klepper, S.: Firm size and the nature of innovation within industries: the case of process and product R&D. Rev. Econ. Stat. 78(2), 232–243 (1996)

    Article  Google Scholar 

  • Cronin, M.A., Weingart, L.R.: Representational gaps, information processing, and conflict in functionally diverse teams. Acad. Manag. Rev. 32(3), 761–773 (2007)

    Article  Google Scholar 

  • Cyert, R.M., March, J.G.: A behavioral theory of the firm. Prentice-Hall, Englewood Cliffs, NJ (1963)

    Google Scholar 

  • Damanpour, F., Schneider, M.: Phases of the adoption of innovation in organizations: effects of environment, organization and top managers. Br. J. Manag. 17(3), 215–236 (2006)

    Article  Google Scholar 

  • Daneshvar, M., Dikmen, I., Birgonul, M.T.: Investigation of organizational routines in construction companies. Working Paper Proceedings. In: Engineering Project Organizations Conference, Rheden, The Netherlands (2012)

    Google Scholar 

  • DiMaggio, P.J., Powell, W.W.: The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. Am. Sociol. Rev. 48(2), 147–160 (1983)

    Article  Google Scholar 

  • Dionysiou, D.D., Tsoukas, H.: Understanding the (re)creation of routines from within: a symbolic interactions perspective. Acad. Manag. Rev. 38(2), 181–205 (2013)

    Article  Google Scholar 

  • Dittrich, K., Guérard, S., Seidl, D.: Talking about routines: the role of reflective talk in routine change. Organ. Sci. 27(3), 678–697 (2016)

    Article  Google Scholar 

  • Easterby-Smith, M., Lyles, M.A.: How Should We Understand Tacit Knowledge? A Phenomenological View. Handbook of Organizational Learning and Knowledge Management. Wiley, London (2015)

    Google Scholar 

  • Eisenhardt, K.M.: Building theories from case study research. Acad. Manag. Rev. 14(4), 532–550 (1989)

    Google Scholar 

  • Eisenhardt, K.M.: Better stories and better constructs: the case for rigor and comparative logic. Acad. Manag. Rev. 16(3), 620–627 (1991)

    Google Scholar 

  • Eisenhardt, K.M., Graebner, M.E.: Theory building from cases: opportunities and challenges. Acad. Manag. J. 50(1), 25–32 (2007)

    Article  Google Scholar 

  • Feldman, M.S.: Organizational routines as a source of continuous change. Organ. Sci. 11(6), 611–629 (2000)

    Article  Google Scholar 

  • Feldman, M.S., Orlikowski, W.J.: Theorizing practice and practicing theory. Organ. Sci. 22(5), 1240–1253 (2011)

    Article  Google Scholar 

  • Feldman, M.S., Pentland, B.T.: Reconceptualizing organizational routines as a source of flexibility and change. Adm. Sci. Q. 48(1), 94–118 (2003)

    Article  Google Scholar 

  • Feldman, M.S., Pentland, B.T.: Organizational routines as a unit of analysis. Ind. Corp. Change 14(5), 793–815 (2005)

    Article  Google Scholar 

  • Feldman, M.S., Pentland, B.T.: Designing routines: on the folly of designing artifacts, while hoping for patterns of action. Inf. Organ. 18(4), 235–250 (2008)

    Article  Google Scholar 

  • Feldman, M.S., Pentland, B.T., D’Adderio, L., Lazaric, N.: Beyond routines as things: introduction to the special issue on routines dynamics. Post-Print 27(3), 505–513 (2016)

    Google Scholar 

  • Felin, T., Foss, N.J.: Organizational routines a sceptical look. Druid Working Papers, 04–13 (2004)

    Google Scholar 

  • Geiger, D., Schröder, A.: Ever-changing routines? Toward a revised understanding of organizational routines between rule-following and rule-breaking. Schmalenbach Bus. Rev. 66(2), 170–190 (2014)

    Article  Google Scholar 

  • Gersick, C.J., Hackman, J.R.: Habitual routines in task-performing groups. Organ. Behav. Hum. Decis. Process. 47(1), 65–97 (1990)

    Article  Google Scholar 

  • Glaser, B.G., Strauss, A.L.: The Discovery of Grounded Theory: Strategies for Qualitative Research. Aldine, Chicago (1967)

    Google Scholar 

  • Golden-Biddle, K., Locke, K.: Composing Qualitative Research: Crafting Theoretical Points from Qualitative Research. Sage, CA (2007)

    Book  Google Scholar 

  • Guillén, M.F.: Models of Management: Work, Authority, and Organization in A Comparative Perspective. University of Chicago Press, Chicago (1994)

    Google Scholar 

  • Gummesson, E.: Qualitative Research Methods in Management Research. Sage, Thousand Oaks, CA (2000)

    Google Scholar 

  • Hage, J.: Theories of Organization: Form, Process, and Transformation. Wiley, New York (1980)

    Google Scholar 

  • Hamel, G.: The why, what, and how of management innovation. Harv. Bus. Rev. 84(2), 72–84 (2006)

    Google Scholar 

  • Hamel, G.: The Future of Management. Harvard Business School Press, Boston (2007)

    Google Scholar 

  • Hannan, M.T., Freeman, J.R.: Structural inertia and organizational change. Am. Sociol. Rev. 49(2), 149–164 (1984)

    Article  Google Scholar 

  • Heimeriks, K.H., Schijven, M., Gates, S.: Manifestations of higher-order routines: the underlying mechanisms of deliberate learning in the context of postacquisition integration. Acad. Manag. J. 55(3), 703–726 (2012)

    Article  Google Scholar 

  • Hodgson, G.M.: In: Becker, M.C. (ed.) The Concept of A Routine. Handbook of Organizational Routines. Edward Elgar Publishing, pp. 14–30 (2008)

    Google Scholar 

  • Howard-Grenville, J., Rerup, C., Langley, A., Tsoukas, H.: Organizational Routines: How they Are Created, Maintained, and Changed. Oxford University Press (2016)

    Google Scholar 

  • Howard-Grenville, J.A.: The persistence of flexible organizational routines: the role of agency and organizational context. Organ. Sci. 16(6), 618–636 (2005)

    Article  Google Scholar 

  • Joas, H.: GH Mead: A Contemporary Re-examination of His Thought. MIT Press (1997)

    Google Scholar 

  • Kotter, J.P., Cohen, D.S.: Creative ways to empower action to change the organization: cases in point. J. Organiz. Excell. 22(1), 73–82 (2002)

    Article  Google Scholar 

  • Krippendorff, K.: Content Analysis: An Introduction to Its Methodology, 2nd edn. Sage, Thousand Oaks. CA (2004a)

    Google Scholar 

  • Krippendorff, K.: Reliability in content analysis. Hum. Commun. Res. 30(3), 411–433 (2004b)

    Google Scholar 

  • Langley, A.: Strategies for theorizing from process data. Acad. Manag. Rev. 24(4), 691–710 (1999)

    Google Scholar 

  • Lazaric, N.: In: Becker, M.C. (ed.) Routines and Routinization: An Exploration of Some Micro-Cognitive Foundations. Handbook of Organizational Routines. Edward Elgar Publishing, pp. 225–227 (2008)

    Google Scholar 

  • Lin, H.F., Su, J.Q.: Research on the introducing mechanism of management innovations based on the perspective of internal promoters. Sci. Res. Manag. 31(6), 136–143 (2010)

    Google Scholar 

  • Lin, H.F., Su, J.Q.: A case study on adoptive management innovation in China. J. Organiz. Change Manag. 27(1), 83–114 (2014)

    Article  Google Scholar 

  • Lin, H.F., Su, J.Q., Higgins, A.: How dynamic capabilities affect adoption of management innovations. J. Bus. Res. 69(2), 862–876 (2016)

    Article  Google Scholar 

  • Lincoln, Y.S., Guba, E.G.: Naturalistic Inquiry Sage. Sage Publications, Beverly Hills, CA (1985)

    Google Scholar 

  • Loch, C.H., Sengupta, K., Ahmad, M.G.: The microevolution of routines: how problem solving and social preferences interact. Organ. Sci. 24(1), 99–115 (2013)

    Article  Google Scholar 

  • March, J.G.: Exploration and exploitation in organizational Learning. Organ. Sci. 2(1), 71–87 (1991)

    Article  Google Scholar 

  • March, J.G., Simon, H.A.: Organizations. Wiley, New York (1958)

    Google Scholar 

  • Marks, M.L.: Workplace recovery after mergers, acquisitions, and downsizings: facilitating individual adaptation to major organizational transitions. Org. Dyn. 35(4), 384–399 (2006)

    Article  Google Scholar 

  • Mccabe, D.: ‘Waiting for Dead Men’s Shoes’: towards a cultural understanding of management innovation. Hum. Relat. 55(5), 505–536 (2002)

    Article  Google Scholar 

  • Mead, G.H.: Mind, Self, and Society from the Standpoint of a Social Behaviorist. University of Chicago, Chicago (1934)

    Google Scholar 

  • Meaney, M., Pung, C.: McKinsey global results: creating organizational transformations. McKinsey Q. 7(3), 1–7 (2008)

    Google Scholar 

  • Miller, D.L.: George Herbert Mead: self, language, and the world. American J. Sociol. (1973)

    Google Scholar 

  • Miller, K.D., Pentland, B.T., Choi, S.: Dynamics of performing and remembering organizational routines. J. Manage. Stud. 49(8), 1536–1558 (2012)

    Article  Google Scholar 

  • Miner, A.S.: Structural evolution through idiosyncratic jobs: the potential for unplanned learning. Organ. Sci. 1(2), 195–210 (1990)

    Article  Google Scholar 

  • Mol, M.J., Birkinshaw, J.: The sources of management innovation: when firms introduce new management practices. J. Bus. Res. 62(12), 1269–1280 (2009)

    Article  Google Scholar 

  • Narduzzo, A., Rocco, E., Warglien, M.: Talking about routines in the field: the emergence of organizational capabilities in a new cellular phone network company. Ceel Working Papers, pp. 27–51 (1997)

    Google Scholar 

  • Nelson, R.R., Winter, S.G.: An Evolutionary Theory of Economic Change. Belknap Press/Harvard University Press, Cambridge (1982)

    Google Scholar 

  • Orlikowski, W.J.: Knowing in practice: enacting a collective capability in distributed organizing. Organ. Sci. 13(3), 249–273 (2002)

    Article  Google Scholar 

  • Ortmann, G.: On drifting rules and standards. Scand. J. Manag. 26(2), 204–214 (2010)

    Article  Google Scholar 

  • Paper, D., Chang, R.D.: The state of business process reengineering: a search for success factors. Total Qual. Manag. Bus. Excell. 16(1), 121–133 (2005)

    Article  Google Scholar 

  • Parmigiani, A., Howard-Grenville, J.: Routines revisited: exploring the capabilities and practice perspectives. Acad. Manag. Ann. 5(1), 413–453 (2011)

    Article  Google Scholar 

  • Pentland, B.T., Feldman, M.S., Becker, M.C., Liu, P.: Dynamics of organizational routines: a generative model. Social Sci. Electron. Publ. 49(8), 1484–1508 (2012)

    Google Scholar 

  • Pentland, B.T., Hærem, T., Hillison, D.: Comparing organizational routines as recurrent patterns of action. Organiz. Stud. 31(7), 917–940 (2010)

    Article  Google Scholar 

  • Pentland, B.T., Rem, T., Hillison, D.: The (N)ever-changing world: stability and change in organizational routines. Organ. Sci. 22(6), 1369–1383 (2011)

    Article  Google Scholar 

  • Pentland, B.T., Rueter, H.H.: Organizational routines as grammars of action. Adm. Sci. Q. 39(3), 484–510 (1994)

    Article  Google Scholar 

  • Pierce, J.L., Delbecq, A.L.: Organization structure, individual attitudes and innovation. Acad. Manag. Rev. 2(1), 27–37 (1977)

    Google Scholar 

  • Pil, F.K., Macduffie, J.P.: The adoption of high-involvement work practices. Ind. Relat. J. Econ. Soc. 35(3), 423–455 (1996)

    Google Scholar 

  • Quinn, R.E.: Building The Bridge as You Walk on It: A Guide for Leading Change. Leader to Leader. Jossey-Bass Publishers (2004)

    Google Scholar 

  • Rentsch, J.R., Small, E.E., Hanges, P.J.: Cognitions in organizations and teams: what is the meaning of cognitive similarity? In: Smith, D.B. (ed.) The People Make the Place: Dynamic Linkages Between Individuals and Organizations, pp. 127–155. Lawrence Erlbaum Associates, New York (2008)

    Google Scholar 

  • Rerup, C., Feldman, M.S.: Routines as a source of change in organizational schemata: the role of trial-and-error learning. Acad. Manag. J. 54(3), 577–610 (2011)

    Article  Google Scholar 

  • Rogers, E.M.: Diffusion of Innovations, 4th edn. The Free Press, New York (1995)

    Google Scholar 

  • Salvato, C., Rerup, C.: Beyond collective entities: multilevel research on organizational routines and capabilities. J. Manag. 37(2), 468–490 (2011)

    Google Scholar 

  • Stene, E.O.: An approach to a science of administration. Am. Polit. Sci. Rev. 34(6), 1124–1137 (1940)

    Article  Google Scholar 

  • Strauss, A., Corbin, J.M.: Basics of Qualitative Research: Grounded Theory Procedures and Techniques. Sage, Newbury Park, CA (1990)

    Google Scholar 

  • Teece, D.J., Pisano, G., Shuen, A.: Dynamic capabilities and strategic management. Strateg. Manag. J. 18(7), 509–533 (1997)

    Article  Google Scholar 

  • Thompson, T.E.: Direct development in a nudibranch, cadlina laevis, with a discussion of developmental processes in opisthobranchia. J. Mar. Biol. Assoc. U.K. 47(1), 1–22 (1967)

    Article  Google Scholar 

  • Tsoukas, H., Chia, R.: On organizational becoming: rethinking organizational change. Organ. Sci. 13(5), 567–582 (2002)

    Article  Google Scholar 

  • Tucker, A.L., Edmondson, A.C.: Why hospitals don’t learn from failures: organizational and psychological dynamics that inhibit system change. Calif. Manag. Rev. 45(2), 55–72 (2003)

    Article  Google Scholar 

  • Turner, S.F., Rindova, V.: A balancing act: how organizations pursue consistency in routine functioning in the face of ongoing change. Organ. Sci. 23(1), 24–46 (2012)

    Article  Google Scholar 

  • Vaccaro, I.G., Jansen, J.J.P., Bosch, F.A.J.V.D., Volberda, H.W.: Management innovation and leadership: the moderating role of organizational size. J. Manage. Stud. 49(1), 28–51 (2012)

    Article  Google Scholar 

  • Van, K.B., Martin, L., Tyler, T.: Process-orientation versus outcome-orientation during organizational change: the role of organizational identification. J. Organiz. Behav. 27(6), 685–704 (2006)

    Article  Google Scholar 

  • Weiss, H.M., Ilgen, D.R.: Routinized behavior in organizations. J. Behav. Econ. 14(1), 57–67 (1985)

    Article  Google Scholar 

  • Wernerfelt, B.: A resource-based view of the firm. Strateg. Manag. J. 5(2), 171–180 (1984)

    Article  Google Scholar 

  • Whalen-Berry, K.S., Gordon, J.R., Hinings, C.B.: Strengthening organizational change processes: recommendations and implications from a multi-level analysis. J. Appl. Behav. Sci. 39(2), 186–207 (2003)

    Article  Google Scholar 

  • Winter, S.G.: Toward a neo-schumpeterian theory of the firm. Soc. Sci. Electron. Publ. 15(1), 125–141 (2006)

    Google Scholar 

  • Yin, R.K.: Case Study Research: Design and Methods, 2nd edn. Sage, Newbury Park, CA (1994)

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Faculty of Management and Economics, Dalian University of Technology, Dalian, China

    Haifen Lin

Authors
  1. Haifen Lin
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Haifen Lin .

Rights and permissions

Reprints and permissions

Copyright information

© 2018 Springer Nature Singapore Pte Ltd.

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Lin, H. (2018). How Should Firms Deeply Implement Adoptive Management Innovation?. In: Adoptive Management Innovation. Springer, Singapore. https://doi.org/10.1007/978-981-10-7712-8_5

Download citation

Publish with us

Policies and ethics

Search

Navigation