A Quantitative Review of Research on Performance Effects of Management Innovation

Fariborz DAMANPOUR, Richard Mark WALKER, Jiyao CHEN, Deepa ARAVIND

Research output: Journal PublicationsJournal Article (refereed)peer-review

Abstract

The role of technological innovations (TI) in influencing firm performance is established in the innovation literature. However, theoretical discourse on the motivation for the introduction of new management tools, techniques, and practices has shed doubt on the contribution of nontechnological, management innovations. This study focuses on the performance outcomes of management innovations (MI) and examines three questions: (1) is the introduction of MI beneficial to organizational performance; (2) what are the potential moderators (or sources of inconsistencies) in the MI-performance relationship; and (3) is the impact of MI on performance at par with that of TI? We integrate the findings of research on the effects of MI on performance by two quantitative procedures – support score and meta-analysis – using 52 independent samples from 44 articles published in peer-reviewed journals from 1993 to 2011. The analyses from both procedures indicate that: (1) MI positively affects firm performance; (2) industrial sector and construct measurements moderate the MI-performance relationship; and (3) the direction and strength of the effect of MI on performance does not differ from that of TI. We discuss the implications of these findings for future research on performance consequences of innovation in organizations.
Original languageEnglish
Pages (from-to)11670
JournalAcademy of Management Proceedings
Volume2014
Issue number1
DOIs
Publication statusPublished - 2014
Externally publishedYes

Keywords

  • Management innovation
  • quantitative review
  • technological innovation

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