Generators of pioneering-innovative management; some Indian evidence by Pradip N Khandwalla (Working Paper, No. 1986/618) Khandwalla, Pradip N.

By: Khandwalla, Pradip N
Material type: TextTextPublisher: Ahmedabad Indian Institute of Management 1986Description: 28 p. + Tables and RefSubject(s): Innovation management | Organisations - India | QuestionnairesDDC classification: WP 1986 (618) Summary: Based on questionnaire data on a sample of Indian organizations, the paper identifies some of the internal and environmental generators of a vigorous mode of management labelled the pioneering-innovative (PI) mode. The internal generators - top management goals and policies - appear to be stronger shapers of PI than environmental variables. The primary generators appear to be management commitment to attracting talented, creative staff; opportunistic diversification; and preference for marketing novel products/services. An opportunity-rich environment, a strong stakeholder orientation, commitment to the organization operating in frontier areas, and a mixture of organic and professionalist administrative policies seem to be significant secondary generators of PI. Several implications of the findings for socially engineering PI are developed, and several hypotheses are stated to stimulate further research.
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Working Paper Vikram Sarabhai Library
WP 1986 (618) (Browse shelf) Available WP000618

Based on questionnaire data on a sample of Indian organizations, the paper identifies some of the internal and environmental generators of a vigorous mode of management labelled the pioneering-innovative (PI) mode. The internal generators - top management goals and policies - appear to be stronger shapers of PI than environmental variables. The primary generators appear to be management commitment to attracting talented, creative staff; opportunistic diversification; and preference for marketing novel products/services. An opportunity-rich environment, a strong stakeholder orientation, commitment to the organization operating in frontier areas, and a mixture of organic and professionalist administrative policies seem to be significant secondary generators of PI. Several implications of the findings for socially engineering PI are developed, and several hypotheses are stated to stimulate further research.

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