TY - JOUR
T1 - Responses to externally induced innovation
T2 - Their effects on organizational performance
AU - Marcus, Alfred A.
PY - 1988
Y1 - 1988
N2 - Innovation may be externally induced; that is, an external threat or challenge such as the accident at the Three Mile Island (TMl) nuclear power plant sets the stage for outside parties such as the Nuclear Regulatory Commission (NRC) to propose that new practices be adopted. Managers then must make choices about how their organizations will respond. This study shows how prior performance can affect organizational responses and how these responses in turn can affect subsequent performance. Vicious cycles are shown to exist in which poorly performing organizations respond with rule‐bound behavior, a response which only perpetuates their poor performance. Better‐performing organizations, on the other hand, retain their autonomy, a response which reinforces their strong performance.
AB - Innovation may be externally induced; that is, an external threat or challenge such as the accident at the Three Mile Island (TMl) nuclear power plant sets the stage for outside parties such as the Nuclear Regulatory Commission (NRC) to propose that new practices be adopted. Managers then must make choices about how their organizations will respond. This study shows how prior performance can affect organizational responses and how these responses in turn can affect subsequent performance. Vicious cycles are shown to exist in which poorly performing organizations respond with rule‐bound behavior, a response which only perpetuates their poor performance. Better‐performing organizations, on the other hand, retain their autonomy, a response which reinforces their strong performance.
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U2 - 10.1002/smj.4250090408
DO - 10.1002/smj.4250090408
M3 - Article
AN - SCOPUS:84989078692
SN - 0143-2095
VL - 9
SP - 387
EP - 402
JO - Strategic Management Journal
JF - Strategic Management Journal
IS - 4
ER -