This paper presents a model that attempts to examine what happens when an innovation takes a less tangible form, such as a managerial method. Because it is more difficult to track the adoption or measure the benefits of such innovations, organizations often fail to use valuable knowledge when attempting to solve difficult problems. Existing research suggests that intangible managerial innovations are more likely to be adopted if a group of adherents develops to support and foster innovation. This research investigates the role that these groups, often called “invisible colleges” play in this transfer of knowledge.  A preliminary system-type model, based on the existing literature is presented and discussed.

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Date created

• 1991

Type

• Document

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• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

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• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
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ITEM CONTEXT

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d1cfc0fcedb4f6334f34d1ca11dcf292

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Part of

5d7e83a7ca6c4cd9ab0ccc8a805a7aa7

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23d738ba88f8333bc39725f9cb5bd0b8

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Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives