The role of personnel migration in the introduction of innovations

Abstract

The study examined the extent of transfer of aerospace management techniques that accompanied the movement of personnel. Sixty individuals who were formerly employed in aerospace were questioned regarding the management techniques they had introduced into their current workplace. In some instances, the information given by the respondent was validated by nonaerospace colleagues.

The results clearly demonstrated that the movement of personnel may act as a mechanism for transfer. For all respondents, the mean number of techniques introduced was greater than five. In 13 cases, 100 per cent of the aerospace management techniques currently used were introduced by the respondent; in 15 cases, at least 50 per cent currently in use were introduced by the respondent.

The process of introduction was also examined. The managers reported using several steps to encourage transfer including familiarization with the environment, introduction of new goals, adaptation of the technique, persuasion, coercion, and the hiring of co-workers with similar attitudes. The results also indicated that successful innovators were self-confident, had a detailed knowledge of the innovation, were convinced of its value, and were frequently in positions of authority. Finally, results indicated that the introduction was more likely to be adopted in smaller and/or newer institutions, where “discipline” and a team concept existed in management, and when superiors were supportive. Recommendations were made for future research.