Browsing Research documents by Author "Harder, Mie"
Now showing items 1-6 of 6
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The Role of Internal AntecedentsHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the introduction of new management practices, processes, techniques or organizational structures that significantly alter the way the work of management is performed. This paper examines a particular characteristic of management innovation: i.e. pervasiveness. Based on the behavioral theory of the firm, the determinants of firms’ adoption of pervasive management innovations are explored. I find that performance shortfalls have a direct positive effect on the pervasiveness of adopted innovations. Likewise, I find a direct effect of education level, richness of internal communication and CEO novelty on pervasiveness. URI: http://hdl.handle.net/10398/8246 Files in this item: 1
SMG_WP_4_2011.pdf (357.1Kb) -
Harder, Mie (København, 2008)[More information][Less information]
Abstract: How to motivate knowledge sharing is of crucial importance to many companies. This paper analyzes individual knowledge sharing behavior in a self-determination theory (SDT) perspective. The primary aim is to explore what type of motivation predicts knowledge sharing behavior and how this type of motivation is affected by reward structures and management styles in organizations. The paper builds on survey and interview data from a pilot case study and provides statistical evidence of a strong positive relationship between autonomous motivation and knowledge sharing behavior. Furthermore, tangible rewards are found to correlate negatively with autonomous motivation for knowledge sharing. The more employees perceive knowledge sharing to lead to tangible rewards, the less they are autonomously motivated to share. On the other hand, a management style supportive of employees’ needs for autonomy is found to promote autonomous motivation for knowledge sharing. URI: http://hdl.handle.net/10398/7483 Files in this item: 1
smg wp 2008-06.pdf (533.4Kb) -
The effect of diagnostic capability and implementation capabilityHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the introduction of new management practices that significantly alter the way the work of management is performed. Building on behavioral theory of the firm, this paper explores the effect of firms’ diagnostic capability and implementation capability on the likelihood of adopting new‐to‐thefirm and new‐to‐the‐industry management innovations. The paper finds that formalized activities directed at developing and implementing management innovations as well as CEO novelty increases the likelihood of innovating in both categories. Also, top management team (TMT) diversity increases the likelihood of adopting new‐to‐the‐industry innovations. The paper does not find a direct effect of performance decline on the likelihood of implementing management innovation, but two variables, TMT diversity and previous experience, positively moderate the relationship between performance decline and new‐to‐the‐industry management innovation. URI: http://hdl.handle.net/10398/8247 Files in this item: 1
SMG_WP_3_2011.pdf (1.199Mb) -
Harder, Mie (, )[More information][Less information]
Abstract: This dissertation explores the internal antecedents of the phenomenon labeled management innovation. Management innovation refers to the implementation of new management practices, processes, techniques or structures that alter the way the work of management is performed. In other words, management innovation refers to changes in what managers do and how they do it. URI: http://hdl.handle.net/10398/8295 Files in this item: 1
Mie_Harder.pdf (1.496Mb) -
The Effect of Diagnostic Capability and Implementation CapabilityHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: This paper adopts a behavioral theory of the firm perspective in order to compare the antecedents of two types of innovation: Management innovation refers to the adoption of new management practices or organizational structures, whereas product innovation refers to the introduction of new products or services on the market. The study further distinguishes between two categories of innovation within each type: new to the firm and new to the industry innovations. The findings indicate that there are more differences than similarities between the antecedents of the two types of innovation. However, adopting either type of innovation increases the likelihood of simultaneously adopting the other. URI: http://hdl.handle.net/10398/8248 Files in this item: 1
SMG_WP_5_2011.pdf (393.8Kb) -
A Typology and Propositions for Management Innovation ResearchHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the implementation of a new management practice, process, technique or structure that significantly alters the way the work of management is performed. This paper presents a typology categorizing management innovation along two dimensions; radicalness and complexity. Then, the paper introduces the concept of management innovation capabilities which refers to the ability of a firm to purposefully create, extend and modify its managerial resource base to address rapidly changing environments. Drawing upon behavioral theory of the firm and the dynamic capabilities framework, the paper proposes a model of the foundations of management innovation. Propositions and implications for future research are discussed. URI: http://hdl.handle.net/10398/8245 Files in this item: 1
SMG_WP_2_2011.pdf (471.6Kb)
Now showing items 1-6 of 6