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Trish Reay, Tammar B. Zilber, Ann Langley, and Haridimos Tsoukas

Print publication date: 2019

Print ISBN-13: 9780198843818

Published to Oxford Scholarship Online: August 2019

DOI: 10.1093/oso/9780198843818.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 09 December 2019

Systematic Heterogeneity in the Adaptation Process of Management Innovations

Systematic Heterogeneity in the Adaptation Process of Management Innovations

Insights from the Italian Public Sector

Chapter:
(p.194) 12 Systematic Heterogeneity in the Adaptation Process of Management Innovations
Source:
Institutions and Organizations
Author(s):

Davide Nicolini

Andrea Lippi

Pedro Monteiro

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198843818.003.0012

In this chapter, the authors investigate how the best practices approach “diffused” in the Italian public sector. They show that despite the lack of a clear original model or a strong brokering agency—and the considerable changes this management innovation went through in its arrival in Italy—the result was not complete idiosyncrasy. Rather, clear adaptation patterns and systematic heterogeneity emerged. They argue that the bottom-up emergence of such patterns can be explained by paying attention to the very nature of the public-sector field. They use these findings to develop a framework that accounts for the convergence/divergence of adaptation patterns in the “diffusion” of management innovations based on power relations between innovation brokers and adopters.

Keywords:   diffusion, translation, management innovations, management practices, benchmarking, best practices, power, public sector

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