Management Roles in Innovative Technology Implementation: A Healthcare Perspective

Urban Ljungquist ()
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Urban Ljungquist: CSIR, Blekinge Inst of Technology, Postal: CSIR, School of Management, Blekinge Inst of Technology, 371 79 Karlskrona, Sweden

No 2012/02, Working Papers from Blekinge Institute of Technology, Department of Industrial Economics

Abstract: The purpose with this paper is to categorise dynamic capability in technology innovation implementation from various management role perspectives.

The findings contribute to existing research of strategic change and healthcare management from an empirical case study based on interviews and archival documents.

Three organisational management roles (top, local, and ad hoc) are linked to the dynamic capability framework. Identifies an organisational paradox that puts undue pressure on sub-units to be high in both flexibility and consistency, which draws managerial attention to distinguish content from process of the daily activities. The analysis brings previously unexploited “common ground” to the three managerial roles, enhancing the potentials of mutual understanding and cooperation. Visualises the importance of management guidance and coordination of employee drive and enthusiasm.

Keywords: Dynamic capability; Healthcare; Organisational chimneys; Innovation (search for similar items in EconPapers)
JEL-codes: M10 (search for similar items in EconPapers)
Pages: 17 pages
Date: 2012-03-08
New Economics Papers: this item is included in nep-cse, nep-hea, nep-ino and nep-knm
Note: This research project was funded by Blekinge County Council.
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Persistent link: https://EconPapers.repec.org/RePEc:hhs:bthcsi:2012-002

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