Unsworth, K, Sawang, S, Murray, J et al. (2 more authors) (2012) Understanding Innovation Adoption: Effects of Orientation, Pressure and Control on Adoption Intentions. International Journal of Innovation Management, 16 (1). ISSN 1363-9196
Abstract
We develop and test a theoretically-based integrative framework of key proximal factors (orientation, pressure, and control) that helps to explain the effects of more general factors (the organisation's strategy, structure, and environment) on intentions to adopt an innovation one year later. Senior managers from 134 organizations were surveyed and confirmatory factor analyses showed that these hypothesized core factors provided a good fit to the data, indicating that our framework can provide a theoretical base to the previous, largely atheoretical, literature. Moreover, in a subgroup of 63 organizations, control mediated the effects of organizational strategy and centralisation on organizational innovation adoption intentions one year later. We suggest this model of core factors enables researchers to understand why certain variables are important to organisational innovation adoption and promotes identification of fertile research areas around orientation, pressure and control, and it enables managers to focus on the most proximal triggers for increasing innovation adoption.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Keywords: | Innovation adoption; orientation; external pressure; perceived control |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) |
Depositing User: | Symplectic Publications |
Date Deposited: | 12 Aug 2016 15:51 |
Last Modified: | 03 Nov 2016 05:29 |
Published Version: | http://dx.doi.org/10.1142/S1363919611003593 |
Status: | Published |
Publisher: | SAGE Publications |
Identification Number: | 10.1142/S1363919611003593 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:92659 |