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Adoption of managerial innovations: effect of adoption rationales on the adoption process

By Elizabeth Mary Daniel, Andrew Myers and Keith Dixon


The aim of the research is to explore the complex phenomenon of the adoption of managerial innovations by organisations, with an attempt to identify relationships between various elements of this process. Four case studies were compiled using interview data from selected managers. The data provided a means of subjecting the rationales that Sturdy (2004) posited for the adoption of managerial innovations to empirical inquiry. The study also seeks to explore how the identified rationales may relate to two main characteristics of the subsequent adoption process, namely, the timing of adoption in the life cycle of the innovation and how long the adoption process takes. To our knowledge, this study represents the first empirical exploration of the adoption rationales posited by Sturdy and their subsequent impact on the adoption process. The findings of the study will be of value to academics interested studying the adoption of managerial innovations and also practising managers who must make adoption decisions and manage the adoption process. It is recognised that the study is exploratory in nature and suggestions for further research are proposed

Year: 2008
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Provided by: Open Research Online
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