Edited by Tyrone S. Pitsis, Ace Simpson and Erlend Dehlin
Chapter 12: Initiation, implementation and complexity of managerial innovation
Research on innovation has generally followed a technological imperative, postulating that the development of innovation in organizations is primarily through R & D activities. Hence, the majority of the studies on innovation have focused on technology-based product and process innovations. Whereas economists, organizational sociologists and management scholars have noted the importance of organizational and managerial innovations, conceptual and empirical studies of antecedents and consequences of this innovation type are scarce. Most models and theories of innovation are still based on technological innovation. Articles by Hamel (2006), Birkinshaw and Mol (2006) and Birkinshaw et al. (2008) have renewed interest in research on managerial innovation. This research interest is long overdue as a firm’s prospect to compete and sustain performance requires continuous innovation, which is subject to the introduction of new management ideas and practices for modifying and improving the firm’s structure and processes to enable strategic renewal and organizational change. We employ managerial innovation as an umbrella term for administrative, organizational and management innovations and define it as innovations in organizational structure and processes, administrative systems, and management tools, techniques and practices (Kimberly, 1981; Birkinshaw et al., 2008; Walker et al., 2010).
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