A multilevel growth assessment of the diffusion of management innovation nested in state levels: The case of US local economic development programs

Policy Learning and the Diffusion of Stand‐Your‐Ground Laws

“…However, policy diffusion in itself is more than just geographic proximity (Shipan and Volden 2012). Looking at previous research, scholars have relied on multiple measures of policy learning, including the average number of local government innovation adoptions within a state (Hsieh ), the sum of all policy‐adopting counties' populations within a state divided by the population of the state (Bouche and Volden ), the total lagged number of neighboring policy adopting counties (Mitchell and Stewart ), the sum of all the of cities' populations adopting a policy divided by the state population, the average proportion of neighboring adopters (Mooney 2001), and the most common measure, the number of neighboring states that have adopted a policy previously (Berry and Berry , 1992; Makse and Volden ; Pierce and Miller ). Given the complexity of SYG laws and the fact that they are a morality policy, we estimate a series of models to capture the full dynamic of policy learning, rather than just one estimate.…”

Counteracting innovative constraints: insights from four case studies of African knowledge-intensive metalworking and automotive clusters – ‘theAkimacs’

“…It is affected by behaviours, beliefs, purposes and existing structures (Hsieh 2011). Diffusion is facilitated in a cluster through mobility of employees (job-hopping), repatriation of engineers from abroad and exchange of staff to undertake certain tasks.…”

Management Innovation: A Critical Review

“…The most recent meta-analysis on management innovation captured our knowledge on various MI's (Khosravi et al, 2019). Many factors are contextual factors such as organisational size, workforce characteristics, market scope, policy, organisational culture, national culture (Büschgens et al, 2013;Hogan & Coote, 2014;Hsieh, 2011); individual factors such as knowledge sources, leadership, innovators' education (Madrid-Guijarro, García-Pérez-de-Lema, & Van Auken, 2013); organisational structure, consultant role, organisational routine and performance management system (Büschgens et al, 2013;Hamel, 2006;Hogan & Coote, 2014;Hsieh, 2011;Jacobs et al, 2015;Madrid-Guijarro, García-Pérez-de-Lema, & Van Auken, 2013;Tran, 2008;Walker, Damanpour, & Devece, 2011;Wright, Sturdy, & Wylie, 2012;Černe et al, 2015). Prior studies found that big organizations are more likely to adopt MI than smaller organizations (Černe, Jaklič, & Škerlavaj, 2013b).…”

“…Managers and the similarity between middle and top managers play an important role in facilitating MI (Heyden, Sidhu, & Volberda, 2018). Institutional factors were found to be significantly important in highly regulated industries such as health care, airlines, and public organizations (Hsieh, 2011;Mamman & Bakuwa, 2012;Roggenkampa, White, & Bazzoli, 2005). Public policy also plays an important role in encouraging firms to adopt MI (Hsieh, 2011).…”