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