A typology for management innovations

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.