UNDERSTANDING INNOVATION ADOPTION: EFFECTS OF ORIENTATION, PRESSURE AND CONTROL ON ADOPTION INTENTIONS

Kerrie Unsworth (), Sukanlaya Sawang, Jennifer Murray, Paul Norman and Tamma Sorbello
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Kerrie Unsworth: University of Western Australia Crawley, WA, Australia
Sukanlaya Sawang: University of Western Australia Crawley, WA, Australia
Jennifer Murray: University of Western Australia Crawley, WA, Australia
Paul Norman: University of Western Australia Crawley, WA, Australia
Tamma Sorbello: University of Western Australia Crawley, WA, Australia

International Journal of Innovation Management (ijim), 2012, vol. 16, issue 01, 1-35

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.

Keywords: Innovation adoption; orientation; external pressure; perceived control (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (5)

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DOI: 10.1142/S1363919611003593

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