Determinants of early and late adoption of management development practices: evidence from Scotland

G. Martin, P. Beaumont, Harry Staines

    Research output: Contribution to journalArticle

    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 techniques—open learning, computer-assisted learning, action learning and outdoor management training are 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 rational-technical factors influencing the decision-making 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 early-late stage adoption framework for the diffusion of techniques such as those used in management development.
    Original languageEnglish
    Pages (from-to)132-145
    Number of pages14
    JournalInternational Journal of Organizational Analysis
    Volume6
    Issue number2
    DOIs
    Publication statusPublished - 1998

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    Management development
    Scotland
    Management training
    Human resource development
    HRM practices
    High performance
    Conformity
    Influencing factors
    Innovation
    Decision-making process
    Action learning
    Institutional factors

    Cite this

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    Determinants of early and late adoption of management development practices : evidence from Scotland. / Martin, G.; Beaumont, P.; Staines, Harry.

    In: International Journal of Organizational Analysis, Vol. 6, No. 2, 1998, p. 132-145.

    Research output: Contribution to journalArticle

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