Search

Management innovations are an important source of competitive advantage, but we lack knowledge on the implementation process, not least in small- and medium-sized companies (SMEs). Recognising that psychological ownership (PO) represents a crucial aspect of the implementation process, we address micro-foundational characteristics of the implementation process. PO and critical incident theory (CIT) provide a lens enabling this micro analysis. The empirical setting is the implementation of Hoshin Kanri, a strategic management system in eight small companies. From the analysis of the eight cases, we operationalise four dimensions that characterise how PO evolves in the implementation process: types of PO incidents, frequency of PO incidents, incidents indicating an increase or decrease in PO, and incidents addressing individual or collective PO. Looking at how PO is developed both among CEOs and managers in SMEs, we use the four dimensions to characterise the evolvement of PO within the focal organisations. In doing so, our article elaborates on PO as a driver and, if insufficiently developed, an impediment to effectively implementing management innovations. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to investigate the choices made in manufacturing decision categories by subcontractor small- and medium-size enterprises (SMEs) and determines if subcontractor SMEs make homogenous manufacturing choices. Design/methodology/approach – A literature review was used to develop theoretical propositions. A multiple case study with 19 subcontractor SMEs was conducted. Findings – Factors that might lead to homogenous choices in the manufacturing strategy decision categories were formalised into four theoretical propositions. The propositions were based on new institutionalism factors as well as SME factors. The findings reveal that there is considerable heterogeneity across the subcontractor SMEs in the various manufacturing decision categories. However, there are similarities between some manufacturing choices. This can partly be explained by the proposed factors and partly by other factors, such as SME characteristics and process choices. Research limitations/implications – The study reinforces the need for more research that is focused on manufacturing decisions and choices in SMEs. All cases were of Swedish SMEs belonging to three different industries, potentially limiting the generalisability of findings to other industries or countries. Practical implications – This study highlights the importance of the different choices made considering manufacturing and the factors influencing those choices. This provides guidance for managers when they make manufacturing choices in various decision categories. Originality/value – By addressing new institutionalism, SME characteristics and decision categories in the same study, the author provides new insights into the categories of manufacturing decisions. [ABSTRACT FROM AUTHOR]