This study utilized a qualitative phenomenological design to examine the experiences of former Accomopharm (a pseudonym) executive managers that implemented innovative management to achieve sustainable profitability. Understanding innovation in the field of organizational management as it pertained to recognizing opportunities for innovation through managerial change was foundational to this research. The study examined participants’ perspectives on organizational innovation as revealed by an analysis of organizational vision, participative safety, task orientation, and support for innovation. The factors were found to provide significant predictions of perceived team effectiveness that determined the extent to which management teams were able to think of new ways and methods for developing and implementing innovative products, managerial methods, and services. The researcher analyzed data obtained from personal interviews conducted telephonically with 10 former executive managers with Accomopharm that volunteered for the interviews. The participants spoke openly and explicitly regarding their experiences with innovative management and in implementing managerial change in achieving sustained organizational profitability. Additional insights into organizational change advanced by an enhanced knowledge of innovation may provide leadership with better strategies that will improve the rates of successful change initiatives.
|Commitee:||Miller, Susan, Santin, Claudia|
|Department:||School of Business and Technology|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 75/02(E), Dissertation Abstracts International|
|Subjects:||Management, Organization Theory, Organizational behavior|
|Keywords:||Change management, Four Factor Theory of Innovation, Participative safety, Support for innovation, Sustainable profitability, Task orientation, Vision|
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