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In a recent issue of the Journal of Applied Behavioral Science, Blake strongly criticised an article on organisational change by Blumberg and Wiener for the authors' failure thoroughly to review the literature and for missing important material relevant to their study. In response, Blumberg simply stated that they were not aware of the material, because it had appeared in a relatively obscure journal. Indeed, a later writer (Zurcher) criticised one of Blake's papers on the same grounds, and then suggested that an event such as this might easily happen to any of us. Despite their apparent conflict, each of these individuals did agree, of course, that a thorough review of the literature on any given topic is necessary to good research and reporting. Our purpose here is not to pour salt on wounds, but rather to illustrate our raison d'être for presenting the material below.

Implementation is a key process in the effective development of Advanced Manufacturing Systems. Specifically, implementation should not be confused with installation of the technology for it involves change in companies on a much wider front than mere technological change. Change has to be pursued, not only in terms of technology, but also in terms of the associated organisational and business dimensions. Failure to do this can severely limit the impact and success of the application to the business in question. These three dimensions constitute conceptually different aspects of the technological innovation process, and in developing a normative implementation methodology for Advanced Manufacturing Systems drawn partly from extensive empirical work in manufacturing companies, it is useful to represent these as three orthogonal dimensions from which at least eight logical positions can be explored. An argument is presented therefore for the development of a strategy containing all three dimensions considered in the order: business first, technology and organisation afterwards, which aims to bring about radical change on a wide variety of fronts to support the effective implementation of Advanced Manufacturing Systems.

The purpose of this study is threefold. First, to provide a taxonomy of innovations in the housing sector. Second, to create a coherent framework that includes the mechanisms that stimulate and hinder the adoption of innovation in the housing sector. Third, to develop propositions for future innovation adoption research.

A search in Clarivate Analytics’ Web of Science, Elsevier’ Scopus and the ARCOM database, followed by ‘snowballing’ as a backward search technique, revealed 94 scientific studies about innovation adoption in the housing sector. These studies were used to conduct a systematic narrative literature review about innovation adoption in the housing sector.

This study presents the state of knowledge about the adoption of innovation in the housing sector. Based on the unit of analysis by the studies included in our review, we present a taxonomy of housing innovation and we conclude that, typical for low-tech industries, no radical, discontinuous innovations were reported in the field of housing. Based on the data set of this review, a coherent framework has been developed, which includes four categories of determinants and underlying variables. Subsequently, 21 propositions have been deduced, which reflect the key mechanisms affecting the adoption of innovation in housing.

This paper is the first in which the various innovation adoption mechanisms for housing projects are integrated in a coherent innovation adoption framework. This framework not only provides an explanatory overview about innovation adoption in the housing sector but also provides insight to managers how to increase the chances to get their innovations adopted in the housing sector.

This article reports three years' research into the pilot phase of the Social Science Research Council's Open Door Scheme, a scheme designed to facilitate social science research utilisation. Firstly, some general issues of social science utilisation are examined, followed by the background to the creation of the Council's Open Door Scheme to help meet these difficulties. Then, findings from research into the pilot phase of the scheme from 1977 to 1980 are discussed, including its future operation and potential for influencing managerial activity in its widest sense.

This monograph seeks to supply a contribution to the debate on the major formative factors which have led to current perceptions of the roles which either should be, or are, undertaken by industrial training officers. Any attempt to ascertain these developmental paths must be limited by the relative importance which the interpreter gives to writings and events. To this extent it must be a subjective and selective viewpoint. Whatever our perspective, there is one undoubted fact: there has been a considerable increase in the number of industrial training officers over the last 20 years — and a corresponding increase in training activities. This increase has been more than matched with an outpouring of literature on training and, to a much lesser extent, research into training themes.

When manufacturing companies introduce advanced manufacturing technologies, it is crucial for success that management accept and identify the structural and cultural changes that accompany technical innovation.

Addresses the implementation of business process re‐engineering (BPR) programmes in 33 public and private organisations wishing to improve performance. By reviewing the existing literature, the research presented here began by identifying ten dimensions along which BPR projects might be measured. This research then uses these dimensions to investigate two research questions. Uses factor analysis based on quantitative data to address these questions. The factor analysis identified three independent aspects of BPR implementation: strategy, process and cost. These terms were then used in labelling three characteristic approaches, strategic BPR, process‐focused BPR and cost‐focused BPR. To investigate causality we re‐visited seven of the original organisations which had been in the early stages of implementation. Preliminary results indicate that managers might avoid the naturalistic tendency towards slow or stalled BPR maturity by intervening in a strategic sense at an earlier stage of implementation, thus bringing an organisation to a mature BPR programme more quickly.

Failure plays a pivotal role in entrepreneurial learning. Knowledge of the learning process that enables an entrepreneur to re-emerge stronger after a failure, though considerable, is fragmented. This paper systematically collects relevant literature, assigns it to the stages of the experiential learning process (concrete experience, reflective observation, abstract conceptualization, active experimentation; Kolb, 1984), evaluates the research coverage of each stage and identifies promising avenues for future research.

This systematic literature review follows the guidelines articulated by Short (2009) and Tranfield et al. (2003), using Web of Science and EBSCO as primary data sources. Kolb’s (1984) experiential learning theory provides a basis for organizing the identified material into a framework of entrepreneurial learning from failure.

The literature provides insights on all stages of the process of entrepreneurial learning from failure. Particularly well elaborated are the nature of failure and its triggering effect for reflection, the factors influencing reflection, the contents of the resulting learning and their application in entrepreneurial re-emergence. Other topics remain under-researched, including alternative modes of recovery, the impact of personal attributes upon reflection, the cognitive processes underlying reflection, the transformation of failure-based observations into logically sound concepts and the application of this learning in non-entrepreneurial contexts.

This review provides the most complete overview of research into the process of entrepreneurial learning from failure. The systematic, theory-based mapping of this literature takes stock of current knowledge and proposes areas for future research.

The purpose of this paper is to synthesize the extant literature on open innovation (OI) in small and medium-sized enterprises (SMEs).

An examination of the literature was undertaken to review the studies on open innovation in SMEs. The selected articles were classified in different themes and analyzed accordingly.

The study finds that adopting OI by SMEs improves their overall innovation performance. The authors found that a larger number of studies are based on a quantitative approach. Surprisingly, unlike in many other disciplines, scholars of North America have had a limited contribution. European scholars, along with some scholars from Korea and China, have been active in developing this field of OI in SMEs.

This study provides theoretical and managerial implications. With thematic analysis, along with identifying gaps, conflations, and contradictions in the literature, this study proposes an agenda for future exploration.

The value of this study lies in the integration of the limited but scattered studies on OI in SMEs.