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Management Roles in Innovative Technology Implementation: A Healthcare Perspective


  • Ljungquist, Urban

    (CSIR, Blekinge Inst of Technology)


The purpose with this paper is to categorise dynamic capability in technology innovation implementation from various management role perspectives. The findings contribute to existing research of strategic change and healthcare management from an empirical case study based on interviews and archival documents. Three organisational 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.

Suggested Citation

  • Ljungquist, Urban, 2012. "Management Roles in Innovative Technology Implementation: A Healthcare Perspective," Working Papers 2012/02, Blekinge Institute of Technology, Department of Industrial Economics.
  • Handle: RePEc:hhs:bthcsi:2012-002
    Note: This research project was funded by Blekinge County Council.

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    References listed on IDEAS

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    More about this item


    Dynamic capability; Healthcare; Organisational chimneys; Innovation;
    All these keywords.

    JEL classification:

    • M10 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - General

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