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DETERMINANTS OF EARLY AND LATE ADOPTION OF MANAGEMENT DEVELOPMENT PRACTICES EVIDENCE FROM SCOTLAND

DETERMINANTS OF EARLY AND LATE ADOPTION OF MANAGEMENT DEVELOPMENT PRACTICES EVIDENCE FROM SCOTLAND This study of a sample of firms based in a region of Scotland, examines the characteristics of organizations that are early adopters of management development methods. The survey results show that organizations that are early adopters of one or more of four fashionable management development techniquesopen learning, computerassisted learning, action learning and outdoor management trainingare also characterized by a sophisticated approach to human resource development and the use of other high performance HRM practices. Such findings are consistent with the literature on innovation that points to rationaltechnical factors influencing the decisionmaking process of early adopter organizations in contrast to institutional factors such as social conformity that are more important in influencing late adopter organizations. However, the data also point to the limitations of using an earlylate stage adoption framework for the diffusion of techniques such as those used in management development. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The International Journal of Organizational Analysis Emerald Publishing

DETERMINANTS OF EARLY AND LATE ADOPTION OF MANAGEMENT DEVELOPMENT PRACTICES EVIDENCE FROM SCOTLAND

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1055-3185
DOI
10.1108/eb028881
Publisher site
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Abstract

This study of a sample of firms based in a region of Scotland, examines the characteristics of organizations that are early adopters of management development methods. The survey results show that organizations that are early adopters of one or more of four fashionable management development techniquesopen learning, computerassisted learning, action learning and outdoor management trainingare also characterized by a sophisticated approach to human resource development and the use of other high performance HRM practices. Such findings are consistent with the literature on innovation that points to rationaltechnical factors influencing the decisionmaking process of early adopter organizations in contrast to institutional factors such as social conformity that are more important in influencing late adopter organizations. However, the data also point to the limitations of using an earlylate stage adoption framework for the diffusion of techniques such as those used in management development.

Journal

The International Journal of Organizational Analysis – Emerald Publishing

Published: Feb 1, 1998

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