Management innovation: antecedents, complementarities and performance consequences
Publication details: New York Springer 2014 Description: xii, 189 pISBN: 9783319031330Subject(s): Technological innovations--Management | Organizational change | Management--Technological innovationsDDC classification: 658.514 Summary: Under a framework in which technology and organizational innovation are markedly separated, this book advances knowledge on the topic by exploring the antecedents of a firm’s adoption of organizational innovation and its performance consequences. The concept of organizational innovation encompasses the introduction of new administrative organizational and managerial activities, although currently it is accepted that these terms overlap. There are two different kinds of organizational innovation, usually inter-related: structural innovations(organizational arrangement and the division of labour within it)and managerial innovations(the way a firm organizes its activities or its personnel). Based on papers from the Organizational Innovation and its Background, Consequences and Technological Complementarities Performance Conference, this volume contributes to the organizational and innovation literature by providing insights on the antecedents of the adoption of management innovation; exploring the complementary roles of management and technological innovation; addressing the performance consequences of management innovation adoption with and without technological innovation; and discusses management innovation using the resource-based view, thus enriching that theoretical approach.| Item type | Current library | Collection | Call number | Copy number | Status | Date due | Barcode |
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Indian Institute of Management LRC General Stacks | Public Policy & General Management | 658.514 HER (Browse shelf(Opens below)) | 1 | Available | 000718 |
Under a framework in which technology and organizational innovation are markedly separated, this book advances knowledge on the topic by exploring the antecedents of a firm’s adoption of organizational innovation and its performance consequences.
The concept of organizational innovation encompasses the introduction of new administrative organizational and managerial activities, although currently it is accepted that these terms overlap. There are two different kinds of organizational innovation, usually inter-related: structural innovations(organizational arrangement and the division of labour within it)and managerial innovations(the way a firm organizes its activities or its personnel).
Based on papers from the Organizational Innovation and its Background, Consequences and Technological Complementarities Performance Conference, this volume contributes to the organizational and innovation literature by providing insights on the antecedents of the adoption of management innovation; exploring the complementary roles of management and technological innovation; addressing the performance consequences of management innovation adoption with and without technological innovation; and discusses management innovation using the resource-based view, thus enriching that theoretical approach.
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