Sources of Variation in the Efficiency of Adopting Management Innovation: The Role of Absorptive Capacity Routines, Managerial Attention and Organizational Legitimacy

Carine Peeters, Silvia Massini, Arie Y. Lewin · 2014 · Organization Studies

Summary. This paper examines how firms efficiently adopt management innovations through two case studies of offshore business service sourcing. The research shows that absorptive capacity routines—the processes firms use to learn and implement new practices—vary in their effectiveness depending on their sequence, adequacy, and interdependencies. Managerial attention and organizational legitimacy emerge as critical factors determining adoption speed and success. Top-level change agents prove more effective than local problem-solving at directing attention and building support for both the innovation and the routines needed to implement it.

Read the original

@article{peeters-2014-sources-variation-efficiency-adopting-management,
  title   = {Sources of Variation in the Efficiency of Adopting Management Innovation: The Role of Absorptive Capacity Routines, Managerial Attention and Organizational Legitimacy},
  author  = {Carine Peeters and Silvia Massini and Arie Y. Lewin},
  journal = {Organization Studies},
  year    = {2014},
  doi     = {10.1177/0170840614539311},
  url     = {https://doi.org/10.1177/0170840614539311}
}

TY  - JOUR
TI  - Sources of Variation in the Efficiency of Adopting Management Innovation: The Role of Absorptive Capacity Routines, Managerial Attention and Organizational Legitimacy
AU  - Carine Peeters
AU  - Silvia Massini
AU  - Arie Y. Lewin
JO  - Organization Studies
PY  - 2014
DO  - 10.1177/0170840614539311
UR  - https://doi.org/10.1177/0170840614539311
ER  - 

Details

DOI

10.1177/0170840614539311

Countries

Belgium, United Kingdom, United States

Regions

Europe, North America

Categories

innovation-theory, innovation-networks, general-innovation

Added

2026-04-28