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Journal ArticleDOI

Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and Moderators

01 Sep 1991-Academy of Management Journal (Academy of Management)-Vol. 34, Iss: 3, pp 555-590
TL;DR: A meta-analysis of the relationships between organizational innovation and 13 potential determinants resulted in statistically significant associations for specialization, functional differencing, and functional differences as mentioned in this paper. But, the authors did not consider the role of organizational innovation in organizational innovation.
Abstract: A meta-analysis of the relationships between organizational innovation and 13 of its potential determinants resulted in statistically significant associations for specialization, functional differe...
Citations
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Journal ArticleDOI
TL;DR: The CFIR provides a pragmatic structure for approaching complex, interacting, multi-level, and transient states of constructs in the real world by embracing, consolidating, and unifying key constructs from published implementation theories.
Abstract: Many interventions found to be effective in health services research studies fail to translate into meaningful patient care outcomes across multiple contexts. Health services researchers recognize the need to evaluate not only summative outcomes but also formative outcomes to assess the extent to which implementation is effective in a specific setting, prolongs sustainability, and promotes dissemination into other settings. Many implementation theories have been published to help promote effective implementation. However, they overlap considerably in the constructs included in individual theories, and a comparison of theories reveals that each is missing important constructs included in other theories. In addition, terminology and definitions are not consistent across theories. We describe the Consolidated Framework For Implementation Research (CFIR) that offers an overarching typology to promote implementation theory development and verification about what works where and why across multiple contexts. We used a snowball sampling approach to identify published theories that were evaluated to identify constructs based on strength of conceptual or empirical support for influence on implementation, consistency in definitions, alignment with our own findings, and potential for measurement. We combined constructs across published theories that had different labels but were redundant or overlapping in definition, and we parsed apart constructs that conflated underlying concepts. The CFIR is composed of five major domains: intervention characteristics, outer setting, inner setting, characteristics of the individuals involved, and the process of implementation. Eight constructs were identified related to the intervention (e.g., evidence strength and quality), four constructs were identified related to outer setting (e.g., patient needs and resources), 12 constructs were identified related to inner setting (e.g., culture, leadership engagement), five constructs were identified related to individual characteristics, and eight constructs were identified related to process (e.g., plan, evaluate, and reflect). We present explicit definitions for each construct. The CFIR provides a pragmatic structure for approaching complex, interacting, multi-level, and transient states of constructs in the real world by embracing, consolidating, and unifying key constructs from published implementation theories. It can be used to guide formative evaluations and build the implementation knowledge base across multiple studies and settings.

8,080 citations

Journal ArticleDOI
TL;DR: This article conducted a meta-analysis of 52 studies and found that corporate virtue in the form of social responsibility and, to a lesser extent, environmental responsibility is likely to pay off, although the operationalizations of CSP and CFP also moderate the positive association.
Abstract: Most theorizing on the relationship between corporate social/environmental performance (CSP) and corporate financial performance (CFP) assumes that the current evidence is too fractured or too variable to draw any generalizable conclusions. With this integrative, quantitative study, we intend to show that the mainstream claim that we have little generalizable knowledge about CSP and CFP is built on shaky grounds. Providing a methodologically more rigorous review than previous efforts, we conduct a meta-analysis of 52 studies (which represent the population of prior quantitative inquiry) yielding a total sample size of 33,878 observations. The meta-analytic findings suggest that corporate virtue in the form of social responsibility and, to a lesser extent, environmental responsibility is likely to pay off, although the operationalizations of CSP and CFP also moderate the positive association. For example, CSP appears to be more highly correlated with accounting-based measures of CFP than with market-based ...

6,493 citations


Cites background from "Organizational Innovation: A Meta-A..."

  • ...…to be a useful technique in many substantive areas where multiple individual studies have yielded inconclusive or conflicting results (for example, Damanpour 1991; Datta et al. 1992; Gooding and Wagner 1985; Schwenk 1989; see also Hedges 1987; Hunt 1997; Rosenthal and DiMatteo 2001; and Schmidt…...

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Journal ArticleDOI
TL;DR: A parsimonious and evidence-based model for considering the diffusion of innovations in health service organizations, clear knowledge gaps where further research should be focused, and a robust and transferable methodology for systematically reviewing health service policy and management are discussed.
Abstract: This article summarizes an extensive literature review addressing the question, How can we spread and sustain innovations in health service delivery and organization? It considers both content (defining and measuring the diffusion of innovation in organizations) and process (reviewing the literature in a systematic and reproducible way). This article discusses (1) a parsimonious and evidence-based model for considering the diffusion of innovations in health service organizations, (2) clear knowledge gaps where further research should be focused, and (3) a robust and transferable methodology for systematically reviewing health service policy and management. Both the model and the method should be tested more widely in a range of contexts.

6,140 citations


Cites background or methods or result from "Organizational Innovation: A Meta-A..."

  • ...Such studies were among the few in our review that were amenable to meta-analysis ( Damanpour 1991, 1992, 1996 )....

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  • ...We identified four previous meta-analyses that included both manufacturing and service organizations (Damanpour 1991 [see Table 2], 1992, 1996; Tornatsky and Klein 1982) and 15 additional empirical studies (examined in 17 papers) from the service sector (Anderson and West 1998; Baldridge and…...

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  • ...Such studies were among the few in our review that were amenable to meta-analysis (Damanpour 1991, 1992, 1996)....

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  • ...Our review, which supplements and extends previous overviews and metaanalyses (Damanpour 1991, 1992, 1996; Granados et al. 1997; Meyers, Sivakumar, and Nakata 1999; Rogers 1995; Tornatsky and Klein 1982; Address correspondence to: Trisha Greenhalgh, University College London, Room 403, Holborn…...

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  • ...Our review, which supplements and extends previous overviews and metaanalyses ( Damanpour 1991, 1992, 1996; Granados et al. 1997; Meyers, Sivakumar, and Nakata 1999; Rogers 1995; Tornatsky and Klein 1982;...

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Journal ArticleDOI
TL;DR: In this article, the authors describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments.
Abstract: We describe the development and validation of a new instrument, KEYS: Assessing the Climate for Creativity, designed to assess perceived stimulants and obstacles to creativity in organizational work environments. The KEYS scales have acceptable factor structures, internal consistencies, test-retest reliabilities, and preliminary convergent and discriminant validity. A construct validity study shows that perceived work environments, as assessed by the KEYS scales, discriminate between high-creativity projects and low-creativity projects; certain scales discriminate more strongly and consistently than others. We discuss the utility of this tool for research and practice.

5,240 citations


Cites background from "Organizational Innovation: A Meta-A..."

  • ...A number of researchers have suggested that resource allocation to projects is directly related to the projects' creativity levels (Cohen & Levinthal, 1990; Damanpour, 1991; Delbecq & Mills, 1985; Farr & Ford, 1990; Kanter, 1983; Payne, 1990; Tushman & Nelson, 1990)....

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Journal ArticleDOI
TL;DR: In this paper, a theoretical framework for understanding creativity in complex social settings is developed, based on the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989).
Abstract: In this article we develop a theoretical framework for understanding creativity in complex social settings. We define organizational creativity as the creation of a valuable, useful new product, service, idea, procedure, or process by individuals working together in a complex social system. The starting point for our theoretical development is provided by the interactionist model of creative behavior developed by Woodman and Schoenfeldt (1989). This model and supporting literature on creative behavior and organizational innovation are used to develop an interactional framework for organizational creativity. The theoretical framework is summarized by three propositions that can effectively guide the development of testable hypotheses.

3,904 citations


Cites background from "Organizational Innovation: A Meta-A..."

  • ...Important organizational characteristics include cultural influences, resource availability, organizational mission and strategy, reward policies, structure, and technology (Burkhardt & Brass, 1990; Damanpour, 1991; King, 1990; Tushman & Nelson, 1990)....

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  • ...The vast majority of organizational-level research that is relevant here has focused on organizational innovation in a broader sense (e.g., Damanpour , 1991; King, 1990), including its implementation phases and the adaptation of products or ideas developed outside the system....

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  • ...…of the system to produce creative outcomes; similarly, we expect creativity to be enhanced by adaptive, flexible organizational structures such a s network designs and parallel or collateral structures (Damanpour, 1991; King, 1990; Rubinstein & Woodman, 1984; Zaltman, Duncan, & Holbek, 1973)....

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  • ...Research evidence suggests that a n important contextual variable may well be represented by the ability of the organization to exchange information with its environment (Damanpour, 1991; Paolillo & Brown, 1978; Payne, 1990)....

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  • ...Mechanistic organizational designs should, evidence suggests, constrain the ability of the system to produce creative outcomes; similarly, we expect creativity to be enhanced by adaptive, flexible organizational structures such as network designs and parallel or collateral structures (Damanpour, 1991; King, 1990; Rubinstein & Woodman, 1984; Zaltman, Duncan, & Holbek, 1973)....

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References
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Book
01 Jan 1962
TL;DR: A history of diffusion research can be found in this paper, where the authors present a glossary of developments in the field of Diffusion research and discuss the consequences of these developments.
Abstract: Contents Preface CHAPTER 1. ELEMENTS OF DIFFUSION CHAPTER 2. A HISTORY OF DIFFUSION RESEARCH CHAPTER 3. CONTRIBUTIONS AND CRITICISMS OF DIFFUSION RESEARCH CHAPTER 4. THE GENERATION OF INNOVATIONS CHAPTER 5. THE INNOVATION-DECISION PROCESS CHAPTER 6. ATTRIBUTES OF INNOVATIONS AND THEIR RATE OF ADOPTION CHAPTER 7. INNOVATIVENESS AND ADOPTER CATEGORIES CHAPTER 8. DIFFUSION NETWORKS CHAPTER 9. THE CHANGE AGENT CHAPTER 10. INNOVATION IN ORGANIZATIONS CHAPTER 11. CONSEQUENCES OF INNOVATIONS Glossary Bibliography Name Index Subject Index

38,750 citations

Journal ArticleDOI

18,643 citations

Posted Content
TL;DR: In this paper, the authors examine common new-industry responses to planning needs, such as the transfer of technical staff to the sales force and assignment of user needs research to research and development staff.
Abstract: Examines how organizations identify and respond to conditions of stability and change and classifies responses as appropriate or dysfunctional. Using case study and historical survey approaches, the authors formulate conclusions about organizations themselves, individual organization members, and sub-organizational combinations of members. These three perspectives correspond to the organization's goals, individual career aspirations, and internal politicking. Technical progress and development of new organizational forms proceed in tandem; advancement in either field augurs movement in the other field. The inventor requires a suitable milieu and new technology enables further sophisticated forms of organization. Matching the rise of modern industrial concerns, technological research and development has been increasingly professionalized and financially supported by large corporations and government. Firms in (then) newly created industries, such as electronics, face a unique difficulty. Unlike counterparts in established fields, new firms in these industries must respond to rapidly changing market conditions without the benefit of a management experienced in the exigencies of that sector. The authors examine common new-industry responses to planning needs. These include the transfer of technical staff to the sales force and assignment of user needs research to research and development staff. Two important organizational approaches are identified. The mechanistic approach, suitable for stable industries, is marked by precise definition of member function and is highly hierarchical. The organic approach is more appropriate to industries undergoing change and is characterized by fluid definitions of function and interactions that are equally lateral as they are vertical. (CAR)

7,769 citations

Journal ArticleDOI
TL;DR: The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies.

7,506 citations

Book
01 Jun 1978
TL;DR: In this paper, a theoretical framework for organizational adaptation is proposed, which deals with alternative ways in which organizations define their product-market domains (strategies) and construct mechanisms (structures and processes) to pursue these strategies.
Abstract: Organizational adaptation is a topic that has received only limited and fragmented theoretical treatment. Any attempt to examine organizational adaptation is difficult, since the process is highly complex and changeable. The proposed theoretical framework deals with alternative ways in which organizations define their product-market domains (strategy) and construct mechanisms (structures and processes) to pursue these strategies. The framework is based on interpretation of existing literature and continuing studies in four industries (college textbook publishing, electronics, food processing, and health care).

6,421 citations