A conceptual framework of the adoption of innovations in organizations: a meta-analytical review of the literature
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A conceptual framework of the adoption of innovations in organizations: a meta‑analytical review of the literature Gianluca Vagnani1 · Corrado Gatti1 · Luca Proietti1
© Springer Science+Business Media, LLC, part of Springer Nature 2019
Abstract Studies on the adoption of innovations in organizations are abundant and have introduced many different factors that are likely to influence adoption decisions yet, somehow, without an integrated view among them and with somehow contradictory empirical results. This study introduces a conceptual framework in which the attributes of innovation–adoption decision linkages in organizations are mediated by both the behavioral preferences of managers and organizations’ resources and moderated by the innovation life cycle. It further meta-analytically tests the framework’s predictions on 185 primary empirical studies. The findings are expected to contribute to the literature on the adoption of innovations by deepening the theoretical conditions and empirical factors that are likely to influence adoption decisions in organizations. The study also has implications for practice, since it sheds light on the factors that practitioners can leverage to manage the diffusion of innovations. Keywords Adoption of innovations in organizations · Behavioral preferences of managers · Organization’s resources · Innovation life cycle · Meta-analysis
Details of all works included in the meta-analysis are reported in an electronic companion available from both the journal’s website and the home page of Gianluca Vagnani on the Department of Management, Sapienza, University of Rome. Electronic supplementary material The online version of this article (https://doi.org/10.1007/s1099 7-019-09452-6) contains supplementary material, which is available to authorized users. * Gianluca Vagnani [email protected] Corrado Gatti [email protected] Luca Proietti [email protected] 1
Sapienza, University of Rome, 9, Castro Laurenziano Street, 00191 Rome, Italy
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1 Introduction An innovation is commonly referred to as “an idea, practice, or object that is perceived as new by an individual or other unit of adoption” (Rogers 1983, p. 35). This study focuses on innovation adoption at the organization level, that is, the adoption of an innovation generated elsewhere (Zaltman et al. 1973; Rogers 1983; Angle and Van de Ven 1989) with the aim of using it as the best course of action available for the entire organization and/or for its sub-organizational units (Rogers 1983). Therefore, the study refers to innovations adopted with the intention of being used within an organization (e.g., an information system, an accounting payable system, an e-commerce system) as a productive resource and to achieve superior performance (Schumpeter 1934; Rogers 1983; Reed and DeFillippi 1990; Porter 2005). The study of adoption decisions in organizations is important because, as observed by March and Simon (1958) and noted by wide-ranging research on the adoptio
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