What Is the Process Through Which Adoptive Management Innovation Occurs?

Chapter

Abstract

This chapter focuses on the process through which an adoptive management innovation occurs. Based on the conception of what makes adoptive management innovation unique, this section attempts to investigate into the case of the Organizational Efficiency Management of Jiangxi Mobile in China to identify key activities of adoptive management innovation and develop a two-interlinked-subprocess framework of adoption decision and implementation. The subprocess of adoption decision mainly consists of themes of problem identification, innovation perception, attitude formation, problem diagnoses, innovation revisions, proposal evaluation and selection.

References

  1. Abrahamson, E.: Management fashion. Acad. Manag. Rev. 21(1), 254–285 (1996)Google Scholar
  2. Andriopoulos, C., Lewis, M.W.: Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation. Organ. Sci. 20(4), 696–717 (2009)Google Scholar
  3. Ansari, S.M., Fiss, P.C., Zajac, E.J.: Made to fit: how practices vary as they diffuse. Acad. Manag. Rev. 35(1), 67–92 (2010)CrossRefGoogle Scholar
  4. Barley, S.R., Kunda, G.: Design and devotion: surges of rational and normative ideologies of control in managerial discourse. Adm. Sci. Q. 37(3), 363–399 (1992)CrossRefGoogle Scholar
  5. Birkinshaw, J., Crainer, S., Mol, M.: Special report on management innovation. Bus. Strategy Rev. 18(1), 45–73 (2007)Google Scholar
  6. Birkinshaw, J., Hamel, G., Mol, M.J.: Management innovation. Acad. Manag. Rev. 33(4) (2008)Google Scholar
  7. Birkinshaw, J., Mol, M.J.: How management innovation happens. Mit Sloan Manag. Rev. 47(4), 81–88 (2006)Google Scholar
  8. 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)CrossRefGoogle Scholar
  9. Duncan, R.B.: The ambidextrous organization: designing dual structures for innovation. In: Kilman R.H., et al. (eds.) The Management of Organization: Strategy and Implementation, vol. 1. pp. 167–188 (1976)Google Scholar
  10. Eccles, R.G., Nohria, N.: Beyond the Hype: Rediscovering the Essence of Management. Harvard Business School Press, Boston (1992)Google Scholar
  11. Eisenhardt, K.M.: Building theories from case study research. Acad. Manag. Rev. 14(4), 532–550 (1989)Google Scholar
  12. Guillén, M.F.: Models of Management: Work, Authority, and Organization in a Comparative Perspective. University of Chicago Press, Chicago (1994)Google Scholar
  13. Gummesson, E.: Qualitative Research Methods in Management Research. Sage, Thousand Oaks, CA (2000)Google Scholar
  14. Hamel, G.: The why, what, and how of management innovation. Harvard Bus. Rev. 84(2), 72–84 (2006)Google Scholar
  15. Hargadon, A.B.: Brokering knowledge: linking learning and innovation. Res. Organ. Behav. 24(02), 41–85 (2002)CrossRefGoogle Scholar
  16. Hashem, G., Tann, J.: The adoption of ISO 9000 standards within the Egyptian context: a diffusion of innovation approach. Total Qual. Manag. Bus. Excellence 18(6), 631–652 (2007)CrossRefGoogle Scholar
  17. Jie, X.W., Zhang, L.M.: Entrepreneurship Strategy Management. Tsinghua University Press (2006)Google Scholar
  18. Kiesler, A.: Rhetoric and myth in management fashion. Organization 4(1), 49–74 (1997)CrossRefGoogle Scholar
  19. Lincoln, Y.S., Guba, E.G.: Naturalistic inquiry Sage. Naturalistic inquiry. Sage Publications, Thousand Oaks, CA (1985)Google Scholar
  20. Meyer, A.D., Goes, J.B.: Organizational assimilation of innovations: a multilevel contextual analysis. Acad. Manag. J. 31(4), 897–923 (1988)CrossRefGoogle Scholar
  21. Mol, M.J., Birkinshaw, J.: The sources of management innovation: when firms introduce new management practices. J. Bus. Res. 62(12), 1269–1280 (2009)CrossRefGoogle Scholar
  22. Rogers, E.M.: Diffusion of Innovations, 4th edn. The Free Press, New York (1995)Google Scholar
  23. Strauss, A., Corbin, J.M.: Basics of Qualitative Research: Grounded Theory Procedures and Techniques. Sage, Newbury Park, CA (1990)Google Scholar
  24. Su, J.Q., Lin, H.F.: Research on the process mechanism of introduced management innovation. Sci. Sci. Manag. S&T 31(1), 34–41 (2010)Google Scholar
  25. 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. Manag. Stud. 49(1), 28–51 (2012)Google Scholar
  26. Walsham, G.: Interpretive case studies in IS research: nature and method. Eur. J. Inf. Syst. 4, 74–81 (1995)CrossRefGoogle Scholar
  27. Williams, L., Rao, K.: Information technology adoption: using classical adoption models to predict AEI software implementation. J. Bus. Logistics (1998)Google Scholar
  28. Wilson, D.T.: Merging adoption process and organizational buying models. Adv. Consum. Res. 14(1), 323–325 (1987)Google Scholar
  29. Wu, H.F., Yu, Y.D.: A shallow discussion of the case study method in management: characteristics, method design and effectiveness discussion. Science 22(S1), 105–111 (2004)Google Scholar
  30. Yin, R.K.: Case Study Research: Design and Methods, 2nd edn. Sage, Newbury Park, CA (1994)Google Scholar
  31. Zaltman, G., Duncun, R., Holbek, J.: Innovations and Organizations. Wiley, New York (1973)Google Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2018

Authors and Affiliations

  1. 1.Faculty of Management and EconomicsDalian University of TechnologyDalianChina

Personalised recommendations