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Diffusion and Innovation: An Organizational Perspective
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Author(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Rensselaer Polytechnic Institute, NY, USA)and Jonathan D. Linton (Rensselaer Polytechnic Institute, NY, USA)
Copyright: 2009
Pages: 21
Source title:
Principle Concepts of Technology and Innovation Management: Critical Research Models
Source Author(s)/Editor(s): Robert S. Friedman (New Jersey Institute of Technology, USA), Desiree M. Roberts (Empire State College - SUNY, USA)and Jonathan D. Linton (University of Ottawa, Canada)
DOI: 10.4018/978-1-60566-038-7.ch005
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Abstract
This chapter introduces the seminal literature addressing technological diffusion, innovative product diversification, and the organizational strategies and constraints that firms face when introducing and adopting new technologies and innovative management strategies. We begin with diffusion. Abrahamson (1991) draws critical distinctions between the processes undertaken by rational adopters of inefficient technologies and the conditions that promote the irrational rejection of efficient innovations. Attewell’s (1992) focus is on organizational learning and abilities that drive the diffusion of innovative information and computing technologies. Cooper and Zmud (1990) examine managerial involvement with information technology, its effect on the adoption and infusion of that technology, and the role of rational decision models in explaining IT adoption. The section on diffusion closes with Narin and Perry’s (1987) look at the use of patent and citation data as a method of gauging a firm’s technological strength. In this case, information is the innovative product being diffused.
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