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Thomas O’Toole, Felicity Kelliher and Denis Harrington
form of innovation. These results have important implications for management decisions in that they suggest that firms should target their creative efforts towards specific innovation outcomes.
The final paper of the special edition considers ‘Managerial capability for innovation for micro firms: Integrating theory with empirical evidence’. This paper applies a recently developed model of managerial capability for innovation in a pilot study of five in-depth interviews with owner/managers of tourism microfirms. Findings indicate the incremental nature of innovation
Julius Ramanauskas, Rimantas Stašys and Francesco Contò
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Brendan McSweeney, Donna Brown and Stravroula Iliopoulou
A key task of theory in the social sciences is to explain individual and collective human action. More specifically, for management research, a major challenge is to understand the behaviour of actors in organizations and markets. An immense variety of social theories have been advanced. Some emphasise contingency, others universality while some point to multiple influences. Alternatively, reductionist theories suppose that social action can be explained by – or is even driven by – a single ‘underlying’ force. 1 Examples include: the hand of
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1. Bakewell, C., Mitchell, V.-W. (2006). Male Versus Female Consumer Decision Making Styles // Journal of Business Research. Vol. 59, No. 12, pp. 1297–1300. doi:10.1016/j.jbusres.2006.09.008
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