Acceleration of training management innovation process: cross-case syntheses

Abstract

The study investigates the management innovation
process to explain the slow developments of
management innovations into legitimate management
practices. In the literature review, it appeared that the
lack of well-developed theorisation and labelling was a
gap in the management innovation process. The trigger
for the research comes from such gap to examine the
institutional factors and the individual factors in the
management innovation process. Through two-case
studies, the research investigated two training
management innovations of two large swine
production companies in the Philippines and the
responses from their managers and employees. The
study confirmed through analytic generalisation, using
outcome pattern matching of verified data, that the
areas of attention of managers, employees' response
and, the institutional factors explained the uncommon
occurrence of theorisation and labelling if the
theorisation and labelling efforts were learned and
initiated by managers or employees. Institutional
factors, if part of the concern of the managers, affect
theorisation and labelling.