			Home About us Contact

Management Innovation (management + innovation)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	100%

Selected Abstracts

Does Doing Badly Encourage Management Innovation?

OXFORD BULLETIN OF ECONOMICS & STATISTICS, Issue 1 2001
Stephen Nickell
First page of article [source]

The Diffusion of Management Innovations: The Possibilities and Limitations of Memetics

JOURNAL OF MANAGEMENT STUDIES, Issue 8 2007
Joseph O'Mahoney
abstract This paper applies a theory of memetics to help explain the diffusion of management innovations as a dynamic evolutionary process. Existing analyses of diffusion frequently note the variation, selection or replication of management innovations, yet few have linked these together with the common observation that some innovations seem to ,evolve'. This paper draws on qualitative evidence from two case-studies of BPR implementation to illustrate that the replication, selection and variation of management innovations can form evolutionary algorithms (,memes') which support diffusion processes, and, in doing so, clarifies the ways in which innovations contribute to their own replication and explains how the high ,failure' rates associated with BPR can sometimes improve its chances of reproduction. [source]

Barriers to Innovation among Spanish Manufacturing SMEs

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 4 2009
Antonia Madrid-Guijarro
Innovation is widely recognized as a key factor in the competitiveness of nations and firms. Small firms that do not embrace innovation within their core business strategy run the risk of becoming uncompetitive because of obsolete products and processes. Innovative firms are a perquisite for a dynamic and competitive economy. This paper reports on the results of a study that examined barriers to firm innovation among a sample of 294 managers of small and medium-sized enterprises (SMEs) in Spain. The study examined the relation between (1) product, process, and management innovation and (2) 15 obstacles to innovation, which can limit a firm's ability to remain competitive and profitable. Findings of the study show that barriers have a differential impact on the various types of innovation; product, process, and management innovation are affected differently by the different barriers. The most significant barriers are associated with costs, whereas the least significant are associated with manager/employee resistance. Additionally, the results demonstrate that the costs associated with innovation have proportionately greater impact on small than on larger firms. The findings can be used in the development of public policy aimed at supporting and encouraging the innovation among SMEs in Spain. Government policies that encourage and support innovation among all firms, especially small firms, can help countries remain competitive in a global market. Public policy that encourages innovation can enable firms to remain competitive and survive, both of which have direct implications for employment and a country's economic viability. The results may also be insightful for managers who are attempting to encourage innovation. Understanding barriers can assist managers in fostering an innovative culture by supporting new ideas or by avoiding an attitude that creates resistance to new ideas. [source]