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Human Relations
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Adaptors and Innovators in Organizations: A Cross-Cultural Study of the Cognitive Styles of Managerial Functions and Subfunctions

Gordon R. Foxall

University of Strathclyde

Adrian F. Payne

Cranfield Institute of Technology

The hypothesis was tested that broadly-defined managerial functions can be sub-divided on the basis of their members' internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly "adaptive" or "innovative" in terms derived from Kirton's adaption-innovation theory. Data from samples of British (N = 115) and Australian (N = 123) mid-career managers undertaking MBA programs who completed the Kirton Adaption-Innovation Inventory (KAI) and provided employment histories displayed the expected patterns of task orientation and cognitive style. Implications for adaption-innovation theory and the management of organizational change are briefly discussed.

Human Relations, Vol. 42, No. 7, 639-649 (1989)
DOI: 10.1177/001872678904200706
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