Adoption of process-focused management practices has been associated with inertia and rigidity in adopting ﬁrms. By drawing on the literature on routines and using survey data from 192 ISO 14001 certiﬁed facilities in the United States, I ﬁnd that change catalysis or a deep form of learning which presents the opportunity for innovation can happen in this context. I also examine the internal and external determinants of change catalysis. By doing so I contribute to a better understanding of how process-focused management practices can be a source of innovation within ﬁrms.
Aravind, D. (2012). Learning and innovation in the context of process-focused management practices: The case of an environmental management system. Journal Of Engineering And Technology Management, 29(3), 415-433.