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Journal Cover Organization Studies
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   Hybrid Journal Hybrid journal (It can contain Open Access articles)
     ISSN (Print) 0170-8406 - ISSN (Online) 1741-3044
     Published by Sage Publications Homepage  [739 journals]   [SJR: 1.632]   [H-I: 69]
  • Advancing Management Innovation: Synthesizing Processes, Levels of
           Analysis, and Change Agents
    • Authors: Volberda, H. W; Van Den Bosch, F. A. J, Mihalache, O. R.
      Pages: 1245 - 1264
      Abstract: Despite the mounting evidence that innovation in management can fuel competitive advantage, we still know relatively little about how firms introduce new ways of managing. The goal of this introductory essay—and the Themed Section it introduces—is to advance this knowledge. To this end, we first synthesize the main developments in the field of management innovation and show that the field has branched into four main theoretical perspectives (rational, institutional, international business, and theory development perspectives). We then address the fragmentation issue that emerges from our review by proposing a co-evolutionary framework of management innovation that takes into account the dynamic and multilevel nature of the concept; we thus integrate the generation, diffusion, adoption, and adaptation phases of the management innovation process at the organizational, inter-organizational and macro level. Our integrative framework also addresses the role of human agency (managerial intentionality of internal and external change agents) and makes a distinction between three types of management innovations (new to the world, new to the organization and adapted to its context, and new to the organization without adaptation). Furthermore, we discuss the contributions of the studies included in the Themed Section and identify several avenues for future research that we consider priorities for driving the further development of the field.
      PubDate: 2014-09-08T06:30:11-07:00
      DOI: 10.1177/0170840614546155|hwp:resource-id:sposs;35/9/1245
      Issue No: Vol. 35, No. 9 (2014)
  • Footnotes to Research on Management Innovation
    • Authors: Damanpour; F.
      Pages: 1265 - 1285
      Abstract: Management innovations, also called organizational, administrative, and managerial innovations, are nontechnological innovations that have been conceptualized in contrast to technology-based product and process innovations and pertain to new organizational structures, administrative systems, and management practices. This paper provides a perspective on the state of research on this innovation type. It asks why research on management innovation lags that of technological innovation and compiles five footnotes, each addressing an important aspect of studying innovation in organizations, and, together, they explain conceptual ambiguity and methodological challenges that have hindered research on management innovation. The footnotes also highlight the opportunities that research on management innovation could provide for a better understanding of the influence of innovation on organizational conduct and outcome.
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614539312|hwp:resource-id:sposs;35/9/1265
      Issue No: Vol. 35, No. 9 (2014)
  • The Role of External Involvement in the Creation of Management Innovations
    • Authors: Mol, M. J; Birkinshaw, J.
      Pages: 1287 - 1312
      Abstract: There has recently been renewed scholarly interest in management innovating, the creation of new organizational practices, structures, processes and techniques. We suggest that external involvement in the process of management innovating can transpire in three different ways: direct input from external change agents; prior external experience of internal change agents; and the use of external knowledge sources by internal change agents. We ask whether the type of innovation created (radical or not; systemic or not) depends on the use of these three forms of involvement and whether the forms are substitutes or complements. We empirically investigate this through an archival study of 23 major historical innovations, using in-depth data from a large number of sources in the academic literature. We use three complementary methods of analysis: unstructured qualitative observations, correlational analysis and crisp-set qualitative comparative analysis. We find that the presence of external change agents is associated with systemic and incremental innovations; that the absence of external experience is associated with systemic and radical innovations; and that the presence of external sources of knowledge has no clear effect. Furthermore the three forms of involvement act to a large degree as substitutes. We contribute new theoretical arguments for the facilitators of management innovation, demonstrate the usefulness of an open innovation lens to the study of management innovation, show that management innovating is a relatively complex form of strategic process and highlight how the creation of management innovations is similar to and different from the genesis of other types of innovation.
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614539313|hwp:resource-id:sposs;35/9/1287
      Issue No: Vol. 35, No. 9 (2014)
  • How are Practices Made to Vary? Managing Practice Adaptation in a
           Multinational Corporation
    • Authors: Ansari, S; Reinecke, J, Spaan, A.
      Pages: 1313 - 1341
      Abstract: Research has shown that management practices are adapted and ‘made to fit’ the specific context into which they are adopted. Less attention has been paid to how organizations anticipate and purposefully influence the adaptation process. How do organizations manage the tension between allowing local adaptation of a management practice and retaining control over the practice? By studying the adaptation of a specialized quality management practice – ACE (Achieving Competitive Excellence) – in a multinational corporation in the aerospace industry, we examine how the organization manages the adaptation process at the corporate and subsidiary levels. We identified three strategies through which an organization balances the tension between standardization and variation – preserving the ‘core’ practice while allowing local adaptation at the subsidiary level: creating and certifying progressive achievement levels; setting discretionary and mandatory adaptation parameters; and differentially adapting to context-specific and systemic misfits. While previous studies have shown how and why practices vary as they diffuse, we show how practices may diffuse because they are engineered to vary for allowing a better fit with diverse contextual specificities.
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614539310|hwp:resource-id:sposs;35/9/1313
      Issue No: Vol. 35, No. 9 (2014)
  • Sources of Variation in the Efficiency of Adopting Management Innovation:
           The Role of Absorptive Capacity Routines, Managerial Attention and
           Organizational Legitimacy
    • Authors: Peeters, C; Massini, S, Lewin, A. Y.
      Pages: 1343 - 1371
      Abstract: Drawing on two in-depth case studies, this paper develops a conceptual model of how absorptive capacity routines and their underlying processes of evolution influence the efficiency of management innovation adaptation processes. The model highlights three important relations. First, although different configurations of absorptive capacity routines can lead to the successful implementation of the same management innovation – namely the reconfiguration of firms’ value chains through sourcing of business services from offshore countries – the sequence of developing routines, their adequacy, and the interdependencies fit between routines partly explain how rapidly and seamlessly a firm is able to implement a management innovation. Second, we identify managerial attention and organizational legitimacy as two critical and interrelated sources of variation of the efficiency in the process of adopting and adapting management innovations. Finally, attention direction by a top-level internal change agent is more effective than local problemistic search to foster managerial attention and organizational legitimacy to both the management innovation to be adopted, and the need to develop and put into practice an appropriate set of absorptive capacity routines.
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614539311|hwp:resource-id:sposs;35/9/1343
      Issue No: Vol. 35, No. 9 (2014)
  • Knowledge Appropriation and Identity: Toward a Multi-Discourse Analysis
    • Authors: Kamoche, K; Beise-Zee, R, Mamman, A.
      Pages: 1373 - 1392
      Abstract: Knowledge appropriation has been underpinned by an assumption of the organization’s ‘entitlement’ to appropriate knowledge and the outcomes of its utilization. Given the complexity of knowledge and the potentially conflicting views held about it, this assumption is revealed to be theoretically imprecise in the way it marginalizes alternative voices through the pursuit of competitive advantage and ‘value capture’. We attribute this approach to the functionalist analytical lens which sees knowledge as an asset appropriable almost exclusively by the organization in the form of financial/economic ‘rents’. In order to advance understanding of the multi-faceted nature of the organization-individual appropriation regime, we make the case for an expansion of the discursive space for talking about the phenomenon, and posit the concept of ‘property in knowledge’ which we tie to the way individuals construct their identities.
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614531720|hwp:master-id:sposs;0170840614531720
      Issue No: Vol. 35, No. 9 (2014)
  • Book Review: Francois-Xavier de Vaujany and Nathalie Mitev (Eds.)
           Materiality and Space: Organizations, Artefacts and Practices
    • Authors: Henn; R. L.
      Pages: 1393 - 1396
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614532066|hwp:resource-id:sposs;35/9/1393
      Issue No: Vol. 35, No. 9 (2014)
  • Book Review: Brian Moeran and Bo T. Christensen (Eds.) Exploring
           Creativity: Evaluative Practices in Innovation, Design, and the Arts
    • Authors: Herrero; M.
      Pages: 1396 - 1398
      PubDate: 2014-09-08T06:30:12-07:00
      DOI: 10.1177/0170840614532067|hwp:resource-id:sposs;35/9/1396
      Issue No: Vol. 35, No. 9 (2014)
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