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The core programme for the R&D Management Conference is structured around a series of parallel sessions each lasting 90 minutes. Sessions comprise four paper presentations that may be academically focused, practice relevant, or a mix of both. Tracks are nspired by this year's theme “Innovation Across Boundaries: Historical Reflection and Future Vision". Details can be seen below. 

 

Outcomes and performance of managerial innovation :

Exploring innovation types and performance impacts

Managerial innovation is defined “as the invention and implementation of a management practice, process, structure, or technique that is new to the state of the art and is intended to further organizational goals” (Birkinshaw et al., 2008, p. 825). Literature on managerial innovation points out its critical role on performance and organizational renewal (Damanpour and Aravind, 2019; Khosravi et al., 2019). However, empirical studies on managerial innovation-outcomes relationship remain scarce and unclear especially about its moderators and mediators (ibid.) and its performance (economic/ non-economic, short term/ long term etc.) Over the last decade, many firms, whether large firms or SMEs, adopt various type of managerial innovation (e.g. participatory innovation and crowdsourcing (Howe, 2006), liberated company (Getz, 2009) etc.). If academics deal with managerial innovation and its operationalization, little is known about expected outcomes and its performance. Studying the concrete results and outcomes of an innovation, whatever its type, is a key issue (Camisón and Villar-López, 2014; Le Roy et al., 2013) but it is associated with methodological difficulties that need to be addressed: how to measure managerial innovation, how to isolate effects due to managerial innovation adoption, performance measurement, etc. (CIS, 2016; Damanpour et al., 2018; Khosravi et al., 2019; Walker et al., 2015). Overall, rational and institutional perspectives are the two perspectives traditionally associated with outcomes review (Walker et al., 2015). The authors argue that a managerial innovation is adopted with the objective of positive outcomes for the organization and/or society as a whole. In line with the main theme of R&D management conference 2020 “Innovation across Boundaries: Historical Reflections and Future Visions”, this track addresses major challenge innovations and the search for more sustainable managerial innovations. The outcomes associated with the adoption of a managerial innovation are generally of two kinds (Walker et al., 2015):  

(1) From a rational perspective, outcomes are considered as economics (in line with operational performance); e.g. labour productivity, financial profitability (e.g. Mol and Birkinshaw, 2009); acquisition of a competitive advantage (Camisón and Villar-López, 2011; Besbes et al., 2013); effects of managerial innovation on other types of innovation (products, processes, marketing). Managerial innovation could also lead to increase technological innovation and creativity (Camisón and Villar-López, 2014; Poli, 2019; Ramboarison-Lalao and Gannouni, 2018). For example, open innovation, either internal or external, may improve creativity of organisations (e.g. Ruiz et al., forthcoming). However, positive effects of managerial innovation on performance are not guaranteed, as managerial innovations may not bring any outcomes or lead to marginal improvements (Hamel and Breen, 2007). 

(2) From an institutional perspective, outcomes are related to non-economic results. In this perspective, the adoption of managerial innovation is associated with legitimacy or social outcomes, as it focuses on the roles of external actors and social factors (Sturdy, 2004; Walker et al., 2015). Walker et al. (2015) point out that managerial innovations can also have an effect on non-economic performance (customer satisfaction, development of alliances or acquisition of legitimacy). However, social performance is rare and reveals competing results (e.g. Luk et al., 2008; Mattelin-Pierrard, 2018). In addition to the rational perspective, this perspective may help to identify and evaluate more (real or so-called) sustainable managerial innovations. 
Recently, some authors called for combining various theoretical perspectives (rational, institutional, cultural, theory development perspective etc.) to better understand managerial innovation and its outcomes (Damanpour et al., 2014; Volberda et al., 2014).

Objectives

In line with this issue, we call for papers that provide new theoretical perspectives, empirical insights and/or methodological contributions on managerial innovation and its outcomes/performance, and related topics, such as:

  • Effects of managerial innovations on performance (economic, social, environmental, societal); 
  • Effect of managerial innovation on technological innovation and creativity;
  • Innovative managerial practices (participatory innovation practices, …); 
  • Managerial innovations identification; 
  • Methodological contributions, e.g. on managerial innovation identification or performance evaluation; 
  • Contribution of processual studies on managerial innovation performance evaluation

Co-Chairs

  • Caroline Mattelin-pierrard 
  • Emilie Ruiz 

Reviewers

  • Sandra Dubouloz 
  • Sophie Mignon 
  • Cécile Ayerbe  

Timeline for Submission

  • Decisions on abstracts and papers  27th March
  • Full Paper Submission Deadline 5th May 2020

 

Registration Fees

Early Bird (before 5th May): £515

Early-Student (before 5th May): £415

Standard: £615

Standard Student: £515

One Day: £300

 

Did you know you can donate £10 to help off-set your travel to and participation in the conference? Click here for more information.

Subsidised Conference Fees

 

With thanks to RADMA, we are pleased to offer funding to support the attendance of a limited number of Early Career Researchers and PhD students at the conference. Details and application form can be found here

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