Adaptors and Innovators in Organizations: A Cross-Cultural Study of the Cognitive Styles of Managerial Functions and Subfunctions
基于Kirton适应-创新理论，检验了广义管理职能可根据内部与外部任务导向细分为子职能，且这些子职能分别以“适应”或“创新”风格为主。对英国和澳大利亚MBA管理者的数据分析支持了预期模式，对组织变革管理有启示。
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.