One of the fundamental tenets of strategic management is that innovation can help organizations outperform their competitors. While technological innovation has been predominant in research, less attention has been given to management innovation, which addresses changes in the way managerial work itself is performed through the adoption of new practices, processes and structures. This dissertation identifies and investigates the role of managers as the central internal change agents capable of enabling the pursuit of management innovation within firms. In doing so, the role of internal change agents spanning several hierarchical levels is studied: chief executive officers, top management teams, and self-managing teams. The studies reported in this dissertation suggest a key role for internal change agents in the pursuit of management innovation by displaying a wide spectrum of leadership traits, articulating a compelling vision, providing an environment conducive to change and supporting the implementation of new practices, processes and structures. This dissertation also suggests that potential synergies exist between technological and management innovation, underscoring the need to consider changes in what is produced next to changes in how the work of management is performed.

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Keywords diversity, innovation, management innovation, organizational size, self-managing teams, top management teams, transactional leadership, transformational leadership, trust
Promotor Volberda, H.W. (Henk) , Bosch, F.A.J. van den (Frans) , Jansen, J.J.P. (Justin)
Publisher Erasmus University Rotterdam , Erasmus Research Institute of Management (ERIM)
Sponsor Rotterdam School of Management (RSM) Erasmus University Rotterdam (EUR) Dr. I. Oshri Prof. Dr. F. Damanpour Dr. S. Hill
ISBN 978-905892-253-3
Persistent URL hdl.handle.net/1765/21150
Citation
Vaccaro, I.G.. (2010, November 4). Management Innovation: Studies on the Role of Internal Change Agents (No. EPS-2010-212-STR). Erasmus Research Institute of Management (ERIM). Retrieved from http://hdl.handle.net/1765/21150