External change agents in developed and developing countries

2008 ◽  
Vol 11 (3) ◽  
pp. 251-271 ◽  
Author(s):  
Mir Afzal Tajik
Keyword(s):  
Developing Countries ◽  
Change Agents ◽  
External Change Agents

The generation process of internal-driven management innovation in companies in transitional economies

2018 ◽  
Vol 31 (4) ◽  
pp. 895-919 ◽  
Author(s):  
Jie Xue ◽  
Zhengang Zhang
Keyword(s):  
Single Case ◽  
Change Agents ◽  
Transitional Economy ◽  
Generation Process ◽  
Management Innovation ◽  
Content Type ◽  
Exploration Process ◽  
Theoretical Support ◽  
External Change Agents

Purpose The purpose of this paper is to analyze how internal-driven management innovation (IDMI) takes shape, which highlights the objective-oriented and problem-oriented property of the innovation. Design/methodology/approach Based on a case study of a new practice called 11X integration strategy in Guangzhou Pharmaceutical Holdings Limited, a Chinese pharmaceutical group in Guangdong province, through applying Grounded Theory the authors get a concise systematic framework of generation process that is more practical and more understandable than the counterparts in current literature. Findings First, this paper uncovers five stages and two parallel sub processes in the generation process of IDMI. The sub processes involves practical exploration process (i.e. primary activities) carried out by the internal change agents and theoretical support process (i.e. support activities) carried out by the external change agents. Second, by adopting a process perspective the authors are able to demonstrate how the different activities in both types of processes are combined over time in an intertwined way. Research limitations/implications First, the case the authors studied is embedded in the context of China’s transitional economy, and the single case study limits us to make comparisons of the generation process of management innovation between different market economies. Second, the external-driven management innovation is still a field untouched. Third, in the research the authors explore the issues of how new management innovation is generated and implemented, but the authors do not systematically research on why different companies exhibit different levels of management innovativeness. Practical implications First, the findings suggest that firms should consciously and systematically invest in IDMI to create sustainable competitive advantage. Second, the process framework provides a clear guidance to the managers in Chinese state-owned enterprises who are engaged in developing or adopting management innovation. Third, the study indicates the managers in Chinese company should be aware of the importance of external change agents to IDMI. Fourth, this study could facilitate the enterprises to develop or adopt management innovation based on their real needs rather than just “jumping on the bandwagon” when adopting certain new management skills. Originality/value This study offers a new generation framework by identifying possible facilitators of IDMI that does not yet exist in extant literatures, and the two sub processes – the practical exploration process and the theoretical support process – deepen the understanding of the generation mechanisms of IDMI. Furthermore, the study contributes to reaching a better understanding of management innovation in the context of transitional economy such as China.

scholarly journals How do apprentices moderate the influence of organizational innovation on the technological innovation process?

2021 ◽  
Vol 13 (1) ◽  
Author(s):  
Christian Rupietta ◽  
Johannes Meuer ◽  
Uschi Backes-Gellner
Keyword(s):  
Technological Innovation ◽  
Business Processes ◽  
Organizational Innovation ◽  
Change Agents ◽  
Innovation Process ◽  
Positive Association ◽  
Vocational Education And Training ◽  
Positive Effects ◽  
Innovation Activities ◽  
External Change Agents

AbstractThis paper contributes to the literature on non-monetary benefits of Vocational Education and Training (VET) by investigating its influence on a firm’s innovation process. While an increasing number of studies finds positive effects of VET on innovation in firms, the role that apprentices play in this mechanism has largely been unexplored. To analyze this role, we use the distinction between technological and organizational innovation, two complementary forms of innovation. When investigating the initiators of organizational innovation, to date, research has primarily focused on internal and external change agents at upper echelons. We conceptualize apprentices as hybrid (a combination of internal and external) change agents at lower echelons. We examine how apprentices in the Swiss VET system are key to integrating external knowledge (through school-based education) with internal knowledge (through on-the-job training) and moderating the influence of organizational innovation on technological innovation. Drawing on a sample of 1240 firms from a representative Swiss Innovation Survey, we show that apprentices leverage the positive association between innovations in a firm’s business processes and organization of work with incremental innovations. With the description of a new mechanism that shows the significant role of apprentices on firms’ technological innovation activities and evidence for supportive associations between key variables, we contribute to the understanding of the influence of VET on innovation in firms.

Secondary school principals as change agents in Kuwait: Principals’ perspectives

2020 ◽  
pp. 174114322092509 ◽  
Author(s):  
Mohammed Alsharija ◽  
James J Watters
Keyword(s):  
Developing Countries ◽  
Young People ◽  
Secondary School ◽  
21St Century ◽  
School Principals ◽  
Secondary School Principals ◽  
Change Agents ◽  
Change Strategy ◽  
Knowledge And Skills ◽  
Current Change

Kuwait is seeking to diversify its sources of income by modernizing the education system and providing its young people with the knowledge and skills needed for life in the 21st century. To this end, it is constantly trying to improve the whole educational system by introducing developmental projects and policies. Central to this process is the role played by school principals. However, contextual issues and challenges have limited the success of these initiatives. The present study investigates how secondary school principals describe their role as change agents and what supports they need as change agents. Therefore, the study has investigated in some depth the views and concerns of a group of secondary school principals about this role and the challenges associated with the implementation of change. The findings reveal four major demands from the participants, namely, (1) enhance planning practices (2) build trust with the educators, (3) autonomy/decentralization and (4) restructuring schools. The study suggests that the current change strategy adopted should be revised to include appropriate procedures and supports. The recommendations proposed here could provide support to principals, considered here as implementers, and could contribute to the guidance of neighbouring countries, which are also undergoing major educational changes. It is hoped that other developing countries may benefit from by learning about the change strategy investigated in this research.

scholarly journals Understanding the processes that Federally Qualified Health Centers use to select and implement colorectal cancer screening interventions: a qualitative study

2019 ◽  
Vol 10 (2) ◽  
pp. 394-403 ◽  
Author(s):  
Jennifer Leeman ◽  
Natoshia Askelson ◽  
Linda K Ko ◽  
Catherine L Rohweder ◽  
Jade Avelis ◽  
...  
Keyword(s):  
Colorectal Cancer ◽  
Qualitative Study ◽  
Health Care Systems ◽  
Change Agents ◽  
Crc Screening ◽  
Implementation Processes ◽  
Factors Influencing ◽  
Effective Interventions ◽  
Care Systems ◽  
External Change Agents

Abstract Colorectal cancer (CRC) screening is highly effective at reducing cancer-related morbidity and mortality, yet screening rates remain suboptimal. Evidence-based interventions can increase screening rates, particularly when they target multiple levels (e.g., patients, providers, health care systems). However, effective interventions remain underutilized. Thus, there is a pressing need to build capacity to select and implement multilevel CRC screening interventions. We report on formative research aimed at understanding how Federally Qualified Health Center (FQHC) staff select and implement CRC screening interventions, which will inform development of capacity-building strategies. We report the qualitative findings from a study that used a mixed methods design, starting with a quantitative survey followed by a qualitative study. In-depth interviews were conducted with 28 staff from 14 FQHCs in 8 states. The Consolidated Framework for Implementation Research (CFIR) guided interview questions and data analysis. Related to the CFIR process domain, few respondents described conducting formal assessments of factors contributing to low screening rates prior to planning their interventions. Many described engaging champions, implementation leaders, and external change agents. Few described a systematic approach to executing implementation plans beyond conducting plan-do-study-act cycles. Reflection and evaluation consisted primarily of reviewing Uniform Data System performance measures. Findings also include themes related to factors influencing these implementation processes. Although FQHCs are implementing CRC screening interventions, they are not actively targeting the multilevel factors influencing their CRC screening rates. Our findings on gaps in FQHCs’ implementation processes will inform development of strategies to build capacity to select and implement multilevel CRC screening interventions.

Internal and External Change Agents

1990 ◽  
Vol 11 (1) ◽  
pp. 4-15 ◽  
Author(s):  
Thomas L. Case ◽  
Robert J. Vandenberg ◽  
Paul H. Meredith
Keyword(s):  
Change Agents ◽  
External Change Agents

Outcome Evidencing

2016 ◽  
Vol 38 (2) ◽  
pp. 275-293 ◽  
Author(s):  
Rodrigo Paz-Ybarnegaray ◽  
Boru Douthwaite
Keyword(s):  
Developing Countries ◽  
Change Agents ◽  
Development Program ◽  
Program Theory ◽  
Rapid Evaluation ◽  
Program Staff ◽  
Evaluation Approach ◽  
Causal Connections ◽  
Program Accountability ◽  
Over Time

This article describes the development and use of a rapid evaluation approach to meet program accountability and learning requirements in a research for development program operating in five developing countries. The method identifies clusters of outcomes, both expected and unexpected, happening within areas of change. In a workshop, change agents describe the causal connections within outcome clusters to identify outcome trajectories for subsequent verification. Comparing verified outcome trajectories with existing program theory allows program staff to question underlying causal premises and adapt accordingly. The method can be used for one-off evaluations that seek to understand whether, how, and why program interventions are working. Repeated cycles of outcome evidencing can build a case for program contribution over time that can be evaluated as part of any future impact assessment of the program or parts of it.

E-Commerce Development in Developing Countries

2006 ◽  
Vol 7 (3) ◽  
pp. 185-196 ◽  
Author(s):  
Richard Duncombe ◽  
Alemayehu Molla
Keyword(s):  
Developing Countries ◽  
Market Access ◽  
Change Agent ◽  
Change Agents ◽  
Intervention Strategies ◽  
Commodity Chain ◽  
Assessment Framework ◽  
Effective Role ◽  
Complementary Inputs

Using case study evidence collected from Uganda in 2004 and the theoretical lens of change-agent theory, a framework is presented that explains how intermediaries can fulfil an effective role in assisting SMEs to benefit from e-commerce. Findings point towards the influence of multiple change-agents performing distinct roles. Primary change-agents have been identified as playing a lead role in catalysing and intermediating e-commerce, through facilitating market access due to favourable commodity chain positioning, and through solution provision that is tailored to specific SME needs. Secondary change-agents, on the other hand, provide complementary inputs such as technology, training and financial resources. It follows that competency to intervene is defined according to the differing roles that change-agents perform, and that intervention strategies for capacity building should be based upon the requirements of different categories of change-agent. This paper makes a contribution to the theory of e-commerce adoption, as well as providing an assessment framework to assist practitioners in formulating intervention strategies and helping agencies in developing countries.

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