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Improvisers, Incrementalists and Strategists: How and Why Organizations Adopt ADR Innovations

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  • William (Bill) Roche
  • Paul Teague
  • Tom Gormley
  • Denise Currie

Abstract

This article identifies three ways in which alternative dispute resolution (ADR) innovations are adopted by organizations in Ireland: improvisation, incrementalism and strategy, and examines how external and internal influences shape different patterns of ADR innovation. The article contributes to the literature in three ways. First, it highlights the limitations of typologies of innovation based on simple dichotomies, such as reactive/proactive and of prevailing understandings of how ADR may interact with strategy. Second, the article develops an integrated framework for the analysis of influences on patterns of innovation that distinguishes between the features of markets and commercial strategies, organizations, stakeholders and champions and institutions, laws and public policies. Third, the article questions the central premise underlying the literature that a strategic approach to ADR equates with the adoption of conflict management systems.

Suggested Citation

  • William (Bill) Roche & Paul Teague & Tom Gormley & Denise Currie, 2019. "Improvisers, Incrementalists and Strategists: How and Why Organizations Adopt ADR Innovations," British Journal of Industrial Relations, London School of Economics, vol. 57(1), pages 3-32, March.
    • Handle: RePEc:bla:brjirl:v:57:y:2019:i:1:p:3-32
    DOI: 10.1111/bjir.12413
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    References listed on IDEAS

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    1. Corinne Bendersky, 2007. "Complementarities in Organizational Dispute Resolution Systems: How System Characteristics Affect Individuals' Conflict Experiences," ILR Review, Cornell University, ILR School, vol. 60(2), pages 204-224, January.
    2. William K. Roche & Paul Teague, 2011. "Firms and Innovative Conflict Management Systems in Ireland," British Journal of Industrial Relations, London School of Economics, vol. 49(3), pages 436-459, September.
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