Management Roles in Innovative Technology Implementation: A Healthcare Perspective
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.
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|Date of creation:||08 Mar 2012|
|Date of revision:|
|Note:||This research project was funded by Blekinge County Council.|
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- Valery S. Katkalo & Christos N. Pitelis & David J. Teece, 2010. "Introduction: On the nature and scope of dynamic capabilities," Industrial and Corporate Change, Oxford University Press, vol. 19(4), pages 1175-1186, August.
- Ingemar Dierickx & Karel Cool, 1989. "Asset Stock Accumulation and Sustainability of Competitive Advantage," Management Science, INFORMS, vol. 35(12), pages 1504-1511, December.
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