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The purpose of this paper is to address how management innovations are implemented deeply at the most micro level of organizations, namely, organizational routines, or to investigate the process through which organizational routines evolve in implementing management innovations, with existing routines overturned and new routines created and solidified.

This paper adopts an interpretive and exploratory case study on the case of Day-Definite (DD) innovation which has successfully brought Arima World Group Company Limited (HOAU) into a new value-added arena, in terms of timing, security and high service quality. Considering that DD innovation reflects a systematic innovation of the whole organization, this paper focuses on it to explore the complex implementation mechanism of management innovation. Multiple approaches were utilized during data collection to meet criteria for trustworthiness, including semi-structured interviews, archival data and observation; and the data analysis went through a five-step process.

The results confirm management innovation as a complex project concerning organizational routines which represent a central and fundamental element of organizations. Also, it finds that organizational routines evolve in innovation implementation through a three-phase process consisting of the existing-routine-domination phase, the new-routine-creation phase and -solidification phases, each exhibiting different innovation activities and characteristics of participants’ cognition and behaviors; recreation of new routines is the key for routine evolution, thus for success of management innovations.

This research is constrained by several limitations. The set-up framework of organizational routine evolution in innovation implementation needs a further confirmation in more organizations; other elements, such as cognition of managers, resource orchestration, environmental elements or organizational culture, should be considered for the success of innovation implementation; and more attention should be paid to the potential power asymmetries among participants and its potential influence on forming shared schemata and subsequent new routines, besides interactions and role taking.

The findings offer some valuable insights for further research on management innovation and organizational routines and hold important implications for management practices. This research extends research on management innovation and the Kurt Lewin Change Theory and Change Model to explore innovation implementation at a most micro level; furthers research on organizational routines, especially routine dynamic theory, by holding the two-component view and exploring the process through which organizational routines evolve; and contributes to research on the relationship between organizational routines and innovations by taking an organizational routines’ perspective. It reminds managers of the depth and complication of innovation implementation.

The purpose of this paper is to explore how healthcare managers construct the manager role in relation to the medical profession in their organisations.

In total, 18 of Sweden’s 20 healthcare chief executive officers (CEOs) and 20 clinical department managers (CDMs) were interviewed about their views on management of physicians. Interviews were performed in the context of one aspect of healthcare management; i.e., management of physicians’ sickness certification practice. A discourse analysis approach was used for data analysis.

Few managers used a management-based discourse to construct the manager role. Instead, a profession-based discourse dominated and managers frequently used the attributes “physician” or “non-physician” to categorise themselves or other managers in their managerial roles. Some managers, both CEOs and CDMs, shifted between the management- and profession-based discourses, resulting in a kind of “yes, but […]” approach to management in the organisations. The dominating profession-based discourse served to reproduce the power and status of physicians within the organisation, thereby rendering the manager role weaker than the medical profession for both physician and non-physician managers.

Further studies are needed to explore the impact of gender, managerial level, and basic profession on how managers construct the manager role in relation to physicians.

The results suggest that there is a need to address the organisational conditions for managers’ role taking in healthcare organisations.

Despite the general strengthening of the manager position in healthcare through political reforms during the last decades, this study shows that a profession-based discourse clearly dominated in how the managers constructed the manager role in relation to the medical profession on the workplace level in their organisations.

As a consequence of new public management reforms, leading professionals in public service organizations have increasingly been involved in management roles. The phenomenon of clinical directors in the healthcare sector is particularly representative of this, as this medical manager role has been adopted in many countries around the world. However, professionals’ managerial role taking still falls quite short of expectations. While most research has searched for the causes of this gap at the individual level by exploring the clash between management and professionalism, the purpose of the paper is to argue that a contextualized understanding of the antecedents at the organizational level, and particularly the existing medical management roles, provides a more thorough picture of the reality.

The paper adopts an institutional perspective to study the development of existing medical management roles and the rise of new ones (clinical directors). The analysis focuses on the case of Italy, a country with a tradition in medical management where, following the example of other countries, clinical director roles were introduced by law; yet they were not incisive. The paper is based on a review of the existing literature and extensive field research on Italian clinical directorates.

The paper shows how in contexts in which doctors in management roles exist and are provided with legitimacy deriving from legal norms, historical settlements between professions and taken for granted arrangements, medical management becomes institutionalized, stability prevails and change towards new doctor-in-management roles is seriously hampered.

The paper contributes to existing knowledge on professionals’ managerial role taking, underlining the relevance of contextual and nation-specific factors on this process. It provides implications for research and for policy making in healthcare and other professional public services.

Marx's analysis of alienated labor still explains much about how the capitalist labor process shapes the thoughts and feelings of direct producers. But Marx's analysis fares less well in explaining how the work people actually do with their hands and minds leads to specific psychological consequences. This weakness stems from an inadequate social psychology. The purpose of this article is to provide Marx with this needed social psychology by drawing on the work of G.H. Mead. Specifically, Mead's philosophy of the act and his concept of aesthetic experience will be used to show how alienated labor leads to a reified mode of consciousness and a dislike of work itself. This synthesis of Marx and Mead makes good theoretical sense when we consider, first, the remarkable similarity of their respective philosophical anthropologies.

This research seeks to review extant organisational role theory (ORT) literature, and to identify issues that limit its usefulness to contemporary academics and practitioners alike.

A review of ORT literature was conducted in light of the issues surrounding the effective implementation of HR policies in the workplace. The paper was based on a review of the intersection between ORT and contemporary HR management, and explored using primary survey and semi‐structured interview data.

It was found that three assumptions underpinning classical ORT are inadequate to account for the array of roles enacted by employees and the manner in which they impact on working‐life. The research suggests that ORT needs to incorporate the key themes of “multi‐faceted employee”, “employer recognition/facilitation” and “compartmentalisation” into its assumptions in order to account for contemporary HRM issues.

This research is only exploratory in nature, and thus requires its findings to be verified in larger sample sizes, and amongst respondents from different cultures and industry categories.

This research has practical implications for HR managers wishing to employ effective role‐taking/WLB policies in their workplace. Current WLB issues are well established in the literature, and the reconceptualisation of ORT provides some insight into what might constitute the tenets of an effective WLB policy regime.

This paper provides an exploration of the contemporary HRM issues that need to be included in a reconceptualisation of ORT. This research would be of value to both academics (reconceptualising classical ORT) and practitioners (who would observe specific implications for the formulation of effective HR policies in the workplace).

The purpose of this study was to explore rapid role shifts at work and to describe the factors that facilitate or inhibit such role shifts, and how these factors affect the employee.

A qualitative study was conducted with 12 participants from four public sector organizations. The participants systematically documented their work role shifts over the course of three days. Based on these data, they were interviewed about their shifts in work roles. All data were analyzed thematically.

Rapid role shifts do not work without extensive mental preparation and commitment. The role changes were perceived as stimulating if there was clarity about purpose, context and the significance of one’s own role, and if there was time both to switch between different roles and to reflect.

This study was only performed in public sector organizations, and with a relatively small sample of interviewees. To generalize the results a more comprehensive collection of data would be required, including independence between researchers and subjects.

Adequate work structures, well-thought-out plans, time set aside for adjustment and reflection, and, not least, well-functioning information technologies are essential to teamwork commitment and satisfaction. As occasional teams, virtual teams and remote work become more common in the future, attention must be paid to rapid work role shifts by governments, policymakers and employers.

To the best of the authors’ knowledge, this is the first systematic study of the challenges involved in rapid shifts in work roles.

This study aims to take a discursive view on positive leadership (PL). A positive approach has gained momentum in recent years as appropriate leadership practices are implemented in organizations. Despite the turn toward discursive approaches in organization studies, there is insufficient evidence supporting PL as a socially constructed experience.

The present study addresses an integrative discourse perspective for capturing the PL concept as a social process within the public health-care context.

Four meanings of PL are highlighted: role-taking, servicing, balancing and deciphering.

The meanings shift the emphasis of certain PL definitions to a contextual interpretation. For scholars, the perspective demonstrates a multidimensional process approach in the desired organizational context as a counterbalance to one unanimously agreed-upon PL definition.

For leaders, an integrative discourse perspective offers tools for comprehending PL as a process: how to identify, negotiate and reconcile various PL meanings.

An integrative discourse perspective provides a novel perspective capturing the PL concept within the public health-care field.

This paper explores the relevance of the concept of self in the process of independent technological innovation. In‐depth interviews were conducted with technological innovators from start‐up firms in IT, biotech and advanced services concerning the subjective and social forms of engagement in the innovation process. Emerging factors in the interview data revealed aspects pertaining to the innovator’s reflexive self‐conception, innovator ego‐involvement in the venture, forms of commitment and control, personal and social stakes, and various self‐oriented cognitive strategies. It is argued that the self‐concept allows the innovator to come into view as a social and subjective being who is involved in reflexive activities such as dynamic role‐taking, “is” vs “ought” reflections and social negotiations.

Increasingly, there is scholarly recognition that individuals' faith constitutes a background factor much like other antecedents conditioning entrepreneurial inclination. Yet, there is room to expand knowledge on how faith interrelates with psychological and social determinants of entrepreneurship, especially in under-researched contexts such as Nigeria.

This inquiry conceptualises associations between religiosity and (1) entrepreneurial self-efficacy, (2) entrepreneurial attitudes (3) and subjective norms as predictors of nascent entrepreneurship. For analysis, 1,259 observations of Nigerian students are assessed by structural equation modelling.

The path analysis showed that the religiosity–nascent entrepreneurship nexus is altogether mediated by entrepreneurial self-efficacy, entrepreneurial attitudes and subjective norms. Entrepreneurial self-efficacy is found to have the greatest impact on nascent entrepreneurship, followed by subjective norms and then entrepreneurial attitudes.

Theoretically, this study is one of the first to test all three dimensions of the theory of planned behaviour in the religiosity–nascent entrepreneurship nexus. It draws fresh attention to faith motivation and praxis, role-taking and attribution theory as explainers of the inherent correlations. Practically, the findings summon stakeholders to consider religious activity in the delivery of entrepreneurship programmes.

The purpose of this paper is to contribute a constructionist perspective to debates in the strategy literature about the ways in which managers conduct strategy work. The authors build on observations that fantasy plays a central role in strategy work and aim to focus on the ways in which fantasies of self and other operate in the identity work of participants in the process of developing strategy.

The study presents an inductive approach based on extended participant observation in two different organizations. Each engagement lasted about three years and the analysis is based on data gathered in meetings, workshops, focus groups, interviews and other informal settings.

The paper presents four different types of fantasy, which were observed in the data set. These fantasies are labeled: helpful pairing; the arms race; the eternal optimist and the merchant of doom. It is also suggested that there are three useful dimensions that might be used to unpack the ways in which fantasies operate. These are role playing and role taking; temporal place and associated value; the relationship between fantasy and evidence.

The authors propose that future research on strategy should entail an understanding of the role of fantasy in what people say and do.

The paper offers four types of fantasy construction as a contribution to the extant literature and three analytical dimensions which can be used to consider the ways in which fantasy operates in the identity work of strategists.