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Management innovation

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

Organizational agility may be considered the integration of organizational processes, characteristics, and members with advanced technology. Agility enhances the organization’s ability to provide high quality products and services and is, therefore, crucial to organizational competitiveness. Integrates the production/operations, general management, and sociotechnical views to develop a model of organizational agility. Briefly reviews the literature in these fields and offers a model of agility based on suppliers, organizational members, and customers united through information technology. It is proposed that these connections rest on a foundation of leadership, organization culture, and employee reward systems that create a relationship between people and technology. These relationships include involving people in decision making, creating process and product quality by offering enriched jobs, training in technology, and providing a reward system which reinforces agility‐promoting efforts.

The human side of organizational agility

Deciphering antecedents of organizational innovation

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

The objective of this paper is to explore the extent to which the more recent literature on innovation and diffusion, with a prime focus on technical innovations, can contribute to a useful analytical framework for studying the diffusion of organizational innovations. We review that literature, compare the intrinsic features of technical and organizational innovations, and explore what these differences may mean for an eventual analytical framework specifically developed for studying organizational innovations. We conclude that the received 'innovation' literature has a great deal to offer but that some modifications are required. In particular, we suggest that the role of factors 'inside' the firm and of non-market mechanisms for transfer of organizational innovations needs special emphasis.

https://www.tandfonline.com/doi/pdf/10.1080/09537329808524301

Annika Jarnehammar

Papers

Some aspects of an analytical framework for studying the diffusion of organizational innovations