The phenomenon of managerial innovation adoption under the prism of top-managers’ social representation. The case of liberated company

El fenómeno de la adopción de una innovación de gestión con el prisma de la representación social de los dirigentes. El caso de la empresa liberada

Caroline Mattelin Pierrard () and Sandra Dubouloz
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Caroline Mattelin Pierrard: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc
Sandra Dubouloz: IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc

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Abstract: The objective of this study is to examine and understand the role of top managers' social representations in their decision to adopt a managerial innovation such as Liberated Company. To do so, we use a cognitive approach to strategy, which suggests that in addition to top managers' characteristics, their perceptions and social representations are crucial factors in the strategic process. This research is based on an explorative qualitative study through six top-managers' interviews of companies identified as liberated or in the process of being liberated. Two key contributions emerge from this work. First, we show that top managers' social representations are antecedents to the adoption of managerial innovation, yet to our knowledge, these have never been investigated as such. This approach then helps to question the theoretical foundations of liberated company.

Keywords: Managerial innovation; Antecedents; Adoption; Liberated compagny; Social representation; Innovación de gestión; Antecedentes; Adopción; gestión de liberación; representación social; Innovation managériale; Antécédents; Entreprise libérée; Représentation sociale (search for similar items in EconPapers)
Date: 2019
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Published in La Revue des Sciences de Gestion, 2019, 3-4 (297-298), pp.113. ⟨10.3917/rsg.297.0113⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03976485

DOI: 10.3917/rsg.297.0113

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