A typology for management innovations : Analyzing the actual state of art and conducting case study research

Purpose The purpose of this paper is to develop a typology of management innovations. Design/methodology/approach The authors apply a multiple-case (embedded) design, with each organization representing a case, which entails a few embedded units of analysis. Case studies are about the base-of-the-pyramid (BoP) initiatives, during which all organizations are interested in management innovations which support them in coming up with and implementing between two and four new management practices. Findings The findings suggest four types of management innovations: efficiency-driven, externally recommended, problem-oriented, and opportunity-oriented management innovation. Research limitations/implications This paper explores and analyses management innovations, rather than testing them. As with most qualitative research, the transferability of the findings is limited. Practical implications Managers should vigorously pursue management innovations, not only in BoP markets, but also in all markets. Practitioners must, however, ensure that they are not fully absorbed by a single type of management innovation, and recognize the importance of pursing multiple ones. Social implications For academics, the authors revitalize the concept of engaged scholarship. Originality/value Surprisingly, previous research looks either into generic or specific management innovations. The typology is original, since the typology offers a more fine-grained view on management innovations.