Management Roles in Innovative Technology Implementation: A Healthcare Perspective
Abstract: The purpose with this paper is to categorise dynamic
capability in technology innovation implementation from various management
The findings contribute to existing research of
strategic change and healthcare management from an empirical case study
based on interviews and archival documents.
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; (follow links to similar papers)
JEL-Codes: M10; (follow links to similar papers)
17 pages, March 8, 2012
This research project was funded by Blekinge County Council.
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