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.
General
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