Marketing and Nonmarketing Managers

The hypothesis that broadly defined managerial functions can be subdivided on the basis of their members internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly adaptive or innovative in terms of Kirtons adaptioninnovation theory, was tested. Data from samples of British N 115, Australian N 123 and American N 131 midcareer managers undertaking MBA programmes who completed the Kirton AdaptionInnovation Inventory KAI and provided employment histories displayed the expected patterns of task orientation and cognitive style. Implications for adaptioninnovation theory and the management of organisational change are briefly discussed.