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Top manager and network effects on the adoption of innovative management practices: a study of TQM in a public hospital system
Author(s) -
Young Gary J.,
Charns Martin P.,
Shortell Stephen M.
Publication year - 2001
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.194
Subject(s) - total quality management , business , quality (philosophy) , knowledge management , process management , operations management , marketing , industrial organization , computer science , economics , service (business) , philosophy , epistemology
This paper reports findings from a study that combined two theoretical perspectives—top manager and network/institutional—to examine the factors influencing organizations to adopt innovative management practices. The study setting was a system of public hospitals and the innovation was Total Quality Management (TQM). Study results indicate that both top manager and network/institutional factors are important determinants of whether and when organizations adopt innovations. However, as predicted, the relative importance of these two sets of factors appears to change as an innovation becomes more widely diffused. Copyright © 2001 John Wiley & Sons, Ltd.