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This study examines the relationship between national culture and national preferences for innovation championing strategies using a sample of 24 national offices of a financial services company. The study finds that in collectivistic societies, managers prefer champions who make personal appeals to gather cross-functional support for the innovation effort. In uncertainty-avoiding societies, managers prefer champions to work through organizational norms, rules and procedures rather than violating them. In power-distant societies, managers prefer champions who closely monitor the innovation process.
Scott Shane (Fri,) studied this question.