Developing an integrative model for understanding innovation adoption

International Journal of Innovation Management 03/2012; 16(1):1250004-1250039. DOI: 10.5465/AMBPP.2009.44246249
Source: OAI

ABSTRACT We develop and test a theoretically-based integrative model of organizational innovation adoption. Confirmatory factor analyses using responses from 134 organizations showed that the hypothesized second-order model was a better fit to the data than the traditional model of independent factors. Furthermore, although not all elements were significant, the hypothesized model fit adoption better than the traditional model.

1 Bookmark
  • [Show abstract] [Hide abstract]
    ABSTRACT: The study discussed in this paper used evidence from seven small firms to determine the significant factors that influenced their Internet adoption. Evidence from four firms was used to create a preliminary model of Internet adoption by SMEs. An additional three firms were then examined to refine the preliminary model. The study concluded that three factors significantly affect Internet adoption by small firms: perceived benefits, organisational readiness, and external pressure. The study identified both similarities and differences between Internet adoption and EDI adoption in small firms. The findings have important implications for managers and service providers.
    Information & Management 01/2001; · 1.66 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Why do some organizations succeed and others fail in implementing the innovations they adopt? To begin to answer this question, the authors studied the implementation of manufacturing resource planning, an advanced computerized manufacturing technology, in 39 manufacturing plants (number of individual respondents = 1,219). The results of the plant-level analyses suggest that financial resource availability and management support for technology implementation engender high-quality implementation policies and practices and a strong climate for implementation, which in turn foster implementation effectiveness--that is, consistent and skilled technology use. Further research is needed to replicate and extend the findings.
    Journal of Applied Psychology 11/2001; 86(5):811-24. · 4.31 Impact Factor
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: A comprehensive assessment of organizational functioning and readiness for change (ORC) was developed based on a conceptual model and previous findings on transferring research to practice. It focuses on motivation and personality attributes of program leaders and staff, institutional resources, and organizational climate as an important first step in understanding organizational factors related to implementing new technologies into a program. This article describes the rationale and structure of the ORC and shows it has acceptable psychometric properties. Results of surveys of over 500 treatment personnel from more than 100 treatment units support its construct validity on the basis of agreement between management and staff on several ORC dimensions, relationships between staff organizational climate dimensions and patient engagement in treatment, and associations of agency resources and climate with organizational stability. Overall, these results indicate the ORC can contribute to the study of organizational change and technology transfer by identifying functional barriers involved.
    Journal of Substance Abuse Treatment 07/2002; 22(4):197-209. · 3.14 Impact Factor

Full-text (3 Sources)

Available from
May 17, 2014