Journal ArticleDOI
How management innovations are successfully implemented? An organizational routines’ perspective
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TLDR
It is found that organizational routines evolve in innovation implementation through a three-phase process consisting of the existing-routine-domination phase, the new-r routine-creation phase and -solidification phases, each exhibiting different innovation activities and characteristics of participants’ cognition and behaviors.Abstract:
Purpose
The purpose of this paper is to address how management innovations are implemented deeply at the most micro level of organizations, namely, organizational routines, or to investigate the process through which organizational routines evolve in implementing management innovations, with existing routines overturned and new routines created and solidified.
Design/methodology/approach
This paper adopts an interpretive and exploratory case study on the case of Day-Definite (DD) innovation which has successfully brought Arima World Group Company Limited (HOAU) into a new value-added arena, in terms of timing, security and high service quality. Considering that DD innovation reflects a systematic innovation of the whole organization, this paper focuses on it to explore the complex implementation mechanism of management innovation. Multiple approaches were utilized during data collection to meet criteria for trustworthiness, including semi-structured interviews, archival data and observation; and the data analysis went through a five-step process.
Findings
The results confirm management innovation as a complex project concerning organizational routines which represent a central and fundamental element of organizations. Also, it finds that organizational routines evolve in innovation implementation through a three-phase process consisting of the existing-routine-domination phase, the new-routine-creation phase and -solidification phases, each exhibiting different innovation activities and characteristics of participants’ cognition and behaviors; recreation of new routines is the key for routine evolution, thus for success of management innovations.
Research limitations/implications
This research is constrained by several limitations. The set-up framework of organizational routine evolution in innovation implementation needs a further confirmation in more organizations; other elements, such as cognition of managers, resource orchestration, environmental elements or organizational culture, should be considered for the success of innovation implementation; and more attention should be paid to the potential power asymmetries among participants and its potential influence on forming shared schemata and subsequent new routines, besides interactions and role taking.
Originality/value
The findings offer some valuable insights for further research on management innovation and organizational routines and hold important implications for management practices. This research extends research on management innovation and the Kurt Lewin Change Theory and Change Model to explore innovation implementation at a most micro level; furthers research on organizational routines, especially routine dynamic theory, by holding the two-component view and exploring the process through which organizational routines evolve; and contributes to research on the relationship between organizational routines and innovations by taking an organizational routines’ perspective. It reminds managers of the depth and complication of innovation implementation.read more
Citations
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The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Posted Content
Manifestations of Higher-Order Routines: The Underlying Mechanisms of Deliberate Learning in the Context of Postacquisition Integration
TL;DR: It is argued that experience codification gives rise to inertial forces that hamper the customization of routines to any given acquisition, and that successful acquirers develop higher-order routines that prevent the generalization of inapplicable ('zero-order') codified routines.
Journal ArticleDOI
Wire and arc additive manufacturing of HSLA steel: Effect of thermal cycles on microstructure and mechanical properties
Tiago A. Rodrigues,Valdemar R. Duarte,J. A. Avila,Telmo G. Santos,Rosa Maria Mendes Miranda,João Pedro Oliveira +5 more
TL;DR: In this paper, the microstructure and mechanical properties of the as-built parts of HSLA steels are investigated, and are correlated with the thermal cycles involved in the process.
Journal ArticleDOI
Innovation implementation in Asia-Pacific countries: a review and research agenda
TL;DR: The implementation of an innovation landscape has transformed the emerging Asia-Pacific economies in the past few decades with increased investment opportunities and multinational organizations as mentioned in this paper. But, it has not yet reached the global market.
Journal ArticleDOI
The fit between market learning and organizational capabilities for management innovation
TL;DR: In this paper, the authors examined how market learning interacts with organizational capabilities (technological capabilities and marketing capabilities) to affect management innovation and found that both exploratory and exploitative market learning have a positive effect on management innovation.
References
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Journal ArticleDOI
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