Abstract:
This paper examines challenges to the implementation
and internalization of benchmarked management practices by
research organizations in developing economies as transformative
tools towards commercialization. The purpose is to understand the
contributing influence of internal organizational factors from both
situational and historical perspectives towards the practice
implementation constraints, and also to provide theoretical
understanding on how systemic formations and transformations in the
organizations’ activities influenced the level to which their desired
needs are attained. The results showed that the variability in the
outcomes of the organizations’ transformation processes was
indicative of their (in)ability to deal with the impacts of cumulated
tensions in the systemic interfaces of their organizational activity
systems. It is concluded that the functionalities of the systemic
interfaces influence the functionality of the organizational activity
system.