Implementation research: state of the art and future directions
By Jonathan D. Linton. 2002
147 citations recorded by the source corpus.
Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/b684759957c434a06e4986f87e7eb22fbd0065ca
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Business and International Management
In Management of Technology and Innovation
- Ismail Akbani
- Shiwangi Singh
- Sanjay Dhir
- Alison U. Smart
- Tim Minshall
- Raluca Bunduchi
- C. Weisshaar
- Letizia Mortara
In Strategy and Management
- Ismail Akbani
- Shiwangi Singh
- Sanjay Dhir
- Alison U. Smart
- Tim Minshall
- Raluca Bunduchi
- C. Weisshaar
- Letizia Mortara
Citations in the corpus
- Service innovation implementation: a systematic review and research agenda (2020, background): “It is the crucial link between the decision to adopt the innovation and the routine use of service innovation (Baradarani & Kilic, 2018; Dube, 2018; Linton, 2002).”
- Mapping the benefits and costs associated with process innovation: The case of RFID adoption (2011, methodology): “One reason for this approach is that the focus of implementation studies tends to be on identifying “success factors” associated with effective implementation rather than on identifying what “success” represents (Klein and Sorra, 1996; Linton, 2002; Meyer et al., 1999; Repenning, 2002).”
- How do large multinational companies implement open innovation (2011, background): “This has resulted in a rather uniform approach across the conscious implementers of the first quadrant, who seemed to have moved towards the OI implementation with a very centralized approach, following the ‘success factors’ previously identified by the innovation implementation literature (Linton, ”
- Towards a general theory of implementation (2013, background): “Implementation subsumes all related activities from initiation to incorporation [37], and it may lead to the routine incorporation of ensembles of practice in everyday work [38,39].”