{"title":"管理创新和社会绩效:我们可以从采用解放管理实践中学到什么?","authors":"Caroline Mattelin-Pierrard, Anne-Sophie Dubey, Matthieu Battistelli","doi":"10.59876/a-9f8k-mx67","DOIUrl":null,"url":null,"abstract":"The effects of management innovations on performance are understudied, especially with respect to social performance. Our study contributes to this debate by examining the potential benefits of adopting liberation management, a typical management innovation when it comes to addressing a social performance gap. If employee empowerment is regarded as a lever of social performance in liberated companies, the extant literature does not reach a consensus on these alleged positive effects either. Our quantitative method – a quasiexperiment comparing two units (one liberated and another non-liberated) of a French industrial company – allows us to conclude that three liberation practices can in fact have a positive effect on social performance: participative decision-making, personalised support, and right to make mistakes.","PeriodicalId":51434,"journal":{"name":"Management International Review","volume":null,"pages":null},"PeriodicalIF":3.9000,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Management innovations and social performance: What can we learn from looking at the adoption of liberation management practices?\",\"authors\":\"Caroline Mattelin-Pierrard, Anne-Sophie Dubey, Matthieu Battistelli\",\"doi\":\"10.59876/a-9f8k-mx67\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"The effects of management innovations on performance are understudied, especially with respect to social performance. Our study contributes to this debate by examining the potential benefits of adopting liberation management, a typical management innovation when it comes to addressing a social performance gap. If employee empowerment is regarded as a lever of social performance in liberated companies, the extant literature does not reach a consensus on these alleged positive effects either. Our quantitative method – a quasiexperiment comparing two units (one liberated and another non-liberated) of a French industrial company – allows us to conclude that three liberation practices can in fact have a positive effect on social performance: participative decision-making, personalised support, and right to make mistakes.\",\"PeriodicalId\":51434,\"journal\":{\"name\":\"Management International Review\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.9000,\"publicationDate\":\"2023-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Management International Review\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.59876/a-9f8k-mx67\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Management International Review","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.59876/a-9f8k-mx67","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Management innovations and social performance: What can we learn from looking at the adoption of liberation management practices?
The effects of management innovations on performance are understudied, especially with respect to social performance. Our study contributes to this debate by examining the potential benefits of adopting liberation management, a typical management innovation when it comes to addressing a social performance gap. If employee empowerment is regarded as a lever of social performance in liberated companies, the extant literature does not reach a consensus on these alleged positive effects either. Our quantitative method – a quasiexperiment comparing two units (one liberated and another non-liberated) of a French industrial company – allows us to conclude that three liberation practices can in fact have a positive effect on social performance: participative decision-making, personalised support, and right to make mistakes.
期刊介绍:
Management International Review publishes research-based articles that reflect significant advances in the key areas of International Management. Its target audience consists of scholars in International Business Administration.
Management International Review is a double-blind refereed journal that aims at the advancement and dissemination of research in the fields of International Management. The scope of the journal comprises International Business, Cross-Cultural Management, and Comparative Management. The journal publishes research that builds or extends International Management theory so that it can contribute to International Management practice.
Management International Review welcomes both theoretical and empirical work. Original papers are invited that are based on a solid theoretical basis and a rigorous methodology. In the area of empirical studies, the journal publishes both quantitative and qualitative research. To be published in
Management International Review, a paper must make strong contributions and highlight the significance of those contributions to the field of International Management. The editors are especially interested in manuscripts that break new ground rather than papers that make only incremental contributions.
Management International Review publishes articles and research notes. Every year, six issues are published. On average, two of these issues are Focused Issues, which concentrate on a specific subfield of International Management.