Why do management innovations fail? The impact of management frame on innovation implementation process

TAKUMA, KIMURA (2016) Why do management innovations fail? The impact of management frame on innovation implementation process. In: Fourth International Conference on Advances In Social Science, Management and Human Behaviour - SMHB 2016, 15-16 December 2016, Rome, Italy.

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Abstract

Organization theorists and researchers have assumed that management innovation is one of the sustainable sources of competitive advantage. In addition, previous studies have emphasized the significance of an implementation climate and an innovation–values fit that are suitable for effective innovation implementation. This study analyzes a case of human resource management (HRM) innovation in a Japanese firm. The findings suggest that targeted users’ HRM frames, which have been developed based on their experiences of previous and current HRM practices, influence their sensemaking of the new practice, and thus affect HRM innovation implementation. Moreover, the findings indicate that congruence between the HRM frames of innovators and targeted users is important for effective implementation of HRM innovations. These findings could also be applied to management innovation in general.

Item Type: Conference or Workshop Item (Paper)
Uncontrolled Keywords: management innovation, HRM innovation,innovation-values fit, HRM frame, talent management
Depositing User: Mr. John Steve
Date Deposited: 18 Mar 2019 08:43
Last Modified: 18 Mar 2019 08:43
URI: http://publications.theired.org/id/eprint/572

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