Selecting Innovation Projects: Do Middle and Senior Managers Differ When It Comes to Radical Innovation?
Otros/as autores/as
Fecha de publicación
2023ISSN
0022-2380
Resumen
Drawing on the attention-based view, we theorize about the differences in middle and senior managers' choices to pursue innovation projects. We test our hypotheses in an experimental study examining the decision-making processes of 180 senior and middle managers in selecting, or not, 2880 innovation projects. We find that managers differ in how they select innovation projects in general, and this difference becomes even more salient when such selections involve radical innovation. Specifically, when considering a radical innovation project, middle managers place more value on innovation characteristics required to complete the project, such as social capital and internal knowledge resources. In comparison, senior managers are concerned only with external knowledge resources, which can benefit radical innovation. Our study highlights the need to understand the role of middle managers, who frequently lead the implementation of innovation projects, and provides a theoretical underpinning for the differences in middle and senior managers' decision-making.
Tipo de documento
Artículo
Versión del documento
Versión publicada
Lengua
Inglés
Palabras clave
Attention-based view
Páginas
32 p.
Publicado por
Wiley-Blackwell Publishing Ltd
Publicado en
Journal of Management Studies
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