Browsing by Author "Damanpour, Fariborz"
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Item Environmental and Organizational Antecedents of Plural Sourcing of Public Services(2020) Damanpour, Fariborz; Sánchez-Henríquez, Fernando; Avellaneda, Claudia N.Organizations use multiple governance modes (make, buy, ally) to produce their services. We consider plural sourcing as a portfolio of governance mode choices that a public service organization selects to provide its services, and investigate environmental and organizational factors that stimulate plural sourcing of public services. While studies of governance mode have usually relied on insights from theories of organizational economics (transaction cost, public choice, agency), we rely on insights from theories of organization management (strategic adaptation, structural contingency, organizational capability) to construct a theoretical framework and develop propositions on the determinants of plural sourcing. Theory is tested by a four-panel dataset we constructed by merging data from three different sources within 1992–2007. The results using multilevel (hierarchical) logit identify conditions under which organizations choose to externalize, internalize, or co-produce their services. We discuss the implications of our findings for sourcing of organizational activities and suggest ideas for future research.Item Internal and External Sources and the Adoption of Innovations in Organizations(2018) Damanpour, Fariborz; Sánchez-Henríquez, Fernando; Chiu, Holly H.Research on knowledge sources and innovation has focused mainly on external knowl- edge sources and the generation of technological innovations. This study contributes by examining the dual role of internal and external sources of knowledge and information on the adoption of managerial innovations, a type of non-technological innovation deemed essential for organizational effectiveness but not examined sufficiently. It also contributes to the innovation adoption literature by analysing adoption as a process, rather than a di- chotomous choice. We investigate how the involvement of stakeholders for the selection of a new programme, and organizational actions for the implementation of that programme, affect its adoption. Regression analyses of privatization of 64 services in 1,512 public organizations provide empirical evidence in support of the influence of internal and external involvement, and internal, but not external, implementation actions. We also find that while the relative influence of internal and external stakeholders’ involvement on innovation adoption does not differ, internal implementation actions have a stronger effect than external implementation actions. We discuss the implications of our findings for the adoption of innovations in organizations and offer research ideas for understanding non-technological innovations and their effects on organizational conduct and outcomes.