How to manage the obstacles related to management innovation implementation

Philippe Giuliani and Marc Robert
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Philippe Giuliani: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Marc Robert: LEM (UMR_7591) - Laboratoire d'Electrochimie Moléculaire - UPD7 - Université Paris Diderot - Paris 7 - INC-CNRS - Institut de Chimie - CNRS Chimie - CNRS - Centre National de la Recherche Scientifique, MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier

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Abstract: Recent literature on management innovation suggests that the implementation phase is a critical step in the entire process of management innovation. This phase is critical because of his many possible obstacles. The present study focuses on the obstacles and provides insight how to overcome them. We conducted an in-depth explorative case study of a major management innovation implemented (to a "top down model diffusion") in all business units of a multinational industrial company. First, we identified, different categories of obstacles. Then, we described how the company faces these obstacles using organizational and managerial adaptations. Finally, we suggest two principles of management innovation implementation and best managerial practices in order to successfully implement management innovation. Our findings suggest for a management innovation implementation to be successful using a "top down model" requires manager involvement through a systemic approach which linked all the hierarchical levels and specific objectives.

Keywords: Industrial Company; Implementation; Management innovation (search for similar items in EconPapers)
Date: 2016-05-30
Note: View the original document on HAL open archive server: https://hal.science/hal-02112409v1
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Published in Association Internationale de Management Strategique (AIMS), May 2016, Hammamet, Tunisia

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02112409

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