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Adoption of management innovation
Descriptive
TitleInfo
Title
Adoption of management innovation
SubTitle
an organizational learning perspective
Name
(type = personal)
NamePart
(type = family)
Li
NamePart
(type = given)
Jun
NamePart
(type = date)
1981-
DisplayForm
Jun Li
Role
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author
Name
(type = personal)
NamePart
(type = family)
Damanpour
NamePart
(type = given)
Fariborz
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Fariborz Damanpour
Affiliation
Advisory Committee
Role
RoleTerm
(authority = RULIB)
chair
Name
(type = personal)
NamePart
(type = family)
Christmann
NamePart
(type = given)
Petra
DisplayForm
Petra Christmann
Affiliation
Advisory Committee
Role
RoleTerm
(authority = RULIB)
internal member
Name
(type = personal)
NamePart
(type = family)
Holzer
NamePart
(type = given)
Marc
DisplayForm
Marc Holzer
Affiliation
Advisory Committee
Role
RoleTerm
(authority = RULIB)
internal member
Name
(type = personal)
NamePart
(type = family)
Strang
NamePart
(type = given)
David
DisplayForm
David Strang
Affiliation
Advisory Committee
Role
RoleTerm
(authority = RULIB)
outside member
Name
(type = corporate)
NamePart
Rutgers University
Role
RoleTerm
(authority = RULIB)
degree grantor
Name
(type = corporate)
NamePart
Graduate School - Newark
Role
RoleTerm
(authority = RULIB)
school
TypeOfResource
Text
Genre
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theses
OriginInfo
DateCreated
(qualifier = exact)
2012
DateOther
(qualifier = exact);
(type = degree)
2012-10
Place
PlaceTerm
(type = code)
xx
Language
LanguageTerm
(authority = ISO639-2b);
(type = code)
eng
Abstract
(type = abstract)
Institutional theorists have generally focused on the role of social and cultural characteristics of the external environment that motivate and facilitate the diffusion of management innovations (MIs). However, most studies have treated innovation as a discrete phenomenon and have not examined the variability of innovation adoption over time. MI, characterized by flexibility, variability, and continuity, necessitates probing into the “Iron Cage” to describe a more complete image of institutional change. Based on insights from the behavioral theory of the firm (Cyert & March, 1963), this dissertation focuses on the dynamic process that determines organizational responses to institutional pressure. It is composed of three studies which deal with the population-level diffusion, individual-level adoption, and field-level isomorphism of MI practices respectively. The empirical setting is the adoption of alternative types of public service delivery in U.S. local governments. Information on service delivery was obtained from the International City/County Management Association’s (ICMA) surveys of local governments’ service delivery choices in 1982, 1987, 1992, 1997, 2002, and 2007. The ICMA data were supplemented by the data from censuses of governments and other sources. The primary method of implementing the New Public Management (NPM) movement has been the use of contractual or cooperative agreements between local governments and private sector businesses or non-profit organizations to deliver public services. Whereas the outsourcing of government services has its advocates and critics, this study posits that accompanying the NPM movement has been an institutional change from traditional to market-driven public management, where conflicting institutional models coexist. This dissertation hopes to make several contributions. First, it depicts how organizational heterogeneity is generated through path dependence, even in dealing with identical institutional change. Second, it provides a more dynamic process of institutional change by borrowing insights from the behavior theory of the firm (Cyert & March, 1963). Third, it offers a new approach to understanding the nature and process of institutional isomorphism. Demonstrating the impact of variability and flexibility pertaining to MI, this dissertation calls for holistic, balanced interpretations and applications of structuralistic, deterministic theories.
Subject
(authority = RUETD)
Topic
Management
RelatedItem
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TitleInfo
Title
Rutgers University Electronic Theses and Dissertations
Identifier
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ETD
Identifier
ETD_4355
PhysicalDescription
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electronic resource
InternetMediaType
application/pdf
InternetMediaType
text/xml
Extent
viii, 220 p. : ill.
Note
(type = degree)
Ph.D.
Note
(type = bibliography)
Includes bibliographical references
Note
(type = vita)
Includes vita
Note
(type = statement of responsibility)
by Jun Li
Subject
(authority = ETD-LCSH)
Topic
Management
Subject
(authority = ETD-LCSH)
Topic
Organizational change
Subject
(authority = ETD-LCSH)
Topic
Technological innovations
Identifier
(type = hdl)
http://hdl.rutgers.edu/1782.1/rucore10002600001.ETD.000066557
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TitleInfo
Title
Graduate School - Newark Electronic Theses and Dissertations
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rucore10002600001
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(displayLabel = Rutgers, The State University of New Jersey)
NjNbRU
Identifier
(type = doi)
doi:10.7282/T3610Z4P
Genre
(authority = ExL-Esploro)
ETD doctoral
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Rights
RightsDeclaration
(ID = rulibRdec0006)
The author owns the copyright to this work.
RightsHolder
(type = personal)
Name
FamilyName
Li
GivenName
Jun
Role
Copyright Holder
RightsEvent
Type
Permission or license
DateTime
(encoding = w3cdtf);
(qualifier = exact);
(point = start)
2012-10-02 09:01:04
AssociatedEntity
Name
Jun Li
Role
Copyright holder
Affiliation
Rutgers University. Graduate School - Newark
AssociatedObject
Type
License
Name
Author Agreement License
Detail
I hereby grant to the Rutgers University Libraries and to my school the non-exclusive right to archive, reproduce and distribute my thesis or dissertation, in whole or in part, and/or my abstract, in whole or in part, in and from an electronic format, subject to the release date subsequently stipulated in this submittal form and approved by my school. I represent and stipulate that the thesis or dissertation and its abstract are my original work, that they do not infringe or violate any rights of others, and that I make these grants as the sole owner of the rights to my thesis or dissertation and its abstract. I represent that I have obtained written permissions, when necessary, from the owner(s) of each third party copyrighted matter to be included in my thesis or dissertation and will supply copies of such upon request by my school. I acknowledge that RU ETD and my school will not distribute my thesis or dissertation or its abstract if, in their reasonable judgment, they believe all such rights have not been secured. I acknowledge that I retain ownership rights to the copyright of my work. I also retain the right to use all or part of this thesis or dissertation in future works, such as articles or books.
Copyright
Status
Copyright protected
Availability
Status
Open
Reason
Permission or license
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Technical
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