创建和实施大型组织标准化管理创新

Q4 Business, Management and Accounting
Esa Hiltunen, Outi-Maaria Palo-oja, Markus Perkkiö
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引用次数: 1

摘要

管理创新是竞争优势最重要和可持续的来源之一,因为它具有特定的环境性质。但是,目前关于管理创新和管理标准化的学术文献还是比较有限的。这个密集的案例研究探讨了欧洲一家大型电信公司的管理创新,重点是管理实践的标准化。研究数据是通过对案例公司不同层次的管理人员的访谈来收集的。研究结果表明,高度规范化的管理创新对大公司达到规范化管理水平是有效的;这也是进一步系统化发展的先决条件。研究问题:本研究的目的是通过研究一家欧洲电信公司管理工具包的构建和实施,深入了解标准化是如何在大型组织的管理创新中出现的。与理论的联系:理论框架基于Birkinshaw等人(2008)对管理创新和相关过程的研究,以及Wright, Wylie & Sturdy(2012)的标准化研究,其中内部变革推动者的任务被分为“标准化议程”和“标准化方法”。研究现象:某大公司标准化管理创新的采用过程。案例背景:案例公司是一家大型欧洲电信公司,在竞争激烈的市场中运营,组织卓越是非常有益的。案例研究的重点是案例公司的管理创新过程,为零售渠道的日常管理创建一个“工具包”。研究结果:通过系统组合方法收集的研究结果表明,标准化管理创新是将管理最佳实践从管理模式转化为组织标准的有效工具。通过将这些知识系统地应用到管理人员的个人工作中,可以在大型公司中达到良好的“标准”管理水平。达到这些标准似乎也是组织进一步系统化管理发展的先决条件。讨论:本研究突出了标准化管理创新引入和成功采用过程中的规划与协调,有助于管理创新研究。规划沟通、设定可实现的时间框架和选择正确的实施者是实施的重要方面。明确的指导方针有助于员工了解管理创新的思想背景,变革推动者与门店经理之间的密切互动促进了管理创新的采用。标准化管理工具包是将外部领导意识形态(称为管理模式)在大型组织中付诸实践的有效工具。然而,实际的实施需要全面的沟通,最好是内部招聘变革推动者。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Creating and Implementing Standardized Management Innovation in a Large Organization
Management innovation represents one of the most important and sustainable sources of competitive advantage due to its context-specific nature. Still, current academic literature on management innovation and standardization is slightly limited. This intensive case study explores management innovation in a large European telecommunications company with the focus on standardization in managerial practices. The research data were gathered through interviews with managers from different levels of the case company. The results show that highly standardized management innovation is effective for reaching a standard level of management in a large company; it is also a prerequisite for further systematic development. Research questions: The purpose of this study is to gain insight into how standardization emerges in management innovation in a large organization by studying the construction and conduction of a managerial toolkit in a European telecommunications company. Links to theory: The theoretical framework is based on a study of management innovations and related processes by Birkinshaw et al. (2008) and a standardization study by Wright, Wylie & Sturdy (2012) in which the tasks of an internal change agent were divided into “standardizing agendas” and “standardizing methods”. Phenomenon studied: Adoption process of a standardized management innovation in a large company. Case context: The case company is a large European telecommunications company which operates in a highly competitive market where organizational excellence is extremely beneficial. The case study focuses on the case company management innovation process for creating a “toolkit” for day-to-day management in the retail sales channel. Research findings: The research findings gathered through systematic combining approach show that standardized management innovation is an effective tool for implementing managerial best practices from management fashions into organizational standards. Through adapting these learnings systematically to managers’ individual work, the good “standard” level of managing can be achieved in a large-size company. Reaching these standards also appears as a prerequisite for a further systematic managerial development in the organization. Discussion: This study contributes to management innovation research by highlighting planning and coordination in introduction and successful adoption of standardized management innovation. Planning communications, setting achievable timeframes and choosing the right implementers are important aspects of implementation. Clear guidelines help employees understand the ideological background of management innovation, and close interaction between change agents and store managers promotes the adoption of management innovation. A standardized management toolkit is an effective tool for putting external leadership ideologies, known as management fashions, into practice in a large organization. However, practical implementation requires comprehensive communication and preferably internal recruitment of change agents.
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来源期刊
South Asian Journal of Business and Management Cases
South Asian Journal of Business and Management Cases Business, Management and Accounting-Management of Technology and Innovation
CiteScore
1.70
自引率
0.00%
发文量
19
期刊介绍: South Asian Journal of Business and Management Cases (SAJBMC) is a peer-reviewed, tri-annual journal of Birla Institute of Management Technology, Greater Noida (India). The journal aims to provide a space for high-quality original research or analytical cases, evidence-based case studies, comparative studies on industry sectors, products, and practical applications of management concepts. The journal likes to publish problem-solving, decisional and applied types of cases. Such cases must have linkage with theory, at least one dilemma (also known as case issue) and a protagonist around whom the case issue will revolve. Publication of pure research, applied research and field studies with empirical data do not fall under the domain of SAJBMC. Fictitious cases are not welcome.
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