Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers1

Damanpour, Fariborz; Schneider, Marguerite

doi:10.1111/j.1467-8551.2006.00498.x

Cited by 1,296Management and Organizational StudiesInnovation Diffusion and ForecastingInnovation and Knowledge Management

Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers1

Damanpour, Fariborz, Schneider, Marguerite·2006·British Journal of Management

DOI 10.1111/j.1467-8551.2006.00498.x

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Abstract

Multidimensional empirical examinations of the adoption of innovations in organizations, and the influence of factors within each dimension on the phases of adoption, are scarce. This study examines the effects of environmental, organizational and top managers' characteristics on the initiation, adoption decision and implementation of innovation. Using a sample of approximately 1200 public organizations in the United States, we found that while each dimension accounts for unique variance in the adoption of innovation, organizational characteristics and top managers' attitudes toward innovation have a stronger influence than environmental and top managers' demographic characteristics. We also found no difference in the direction of effects of any antecedent, but did find differences in the significance of effects of several antecedents, on the phases of innovation adoption. We discuss the implications of these findings and suggest ideas for future research.

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Leaders can uniquely affect, positively or negatively, the capacity to foster change and innovation.
“This study focuses on leadership because leaders can play a unique role in positively or negatively impacting the capacity to foster change and innovation (Damanpour & Schneider, 2006; Gumusluoglu & Ilsev, 2009; Jung, Chow, & Wu, 2003; Scott & Bruce, 1994).”
From The Roles of System and Organizational Leadership in System-Wide Evidence-Based Intervention Sustainment: A Mixed-Method Study (2016) · cites this paper as Damanpour & Schneider, 2006

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“…and diffusion refers to “ events and actions that pertain to … preparing the organization for its use, trial use, acceptance of the innovation by the users [and finally] use of the innovation until it becomes a routine feature of the organization ” (Damanpour & Schneider, 2006, p. 217).”
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Authors: Damanpour, F., & Schneider, M.
Affiliations: Rutgers, The State University of New Jersey (US)
New Jersey Institute of Technology (US)
Venue: British Journal of Management
Publisher: Wiley
Published: 2006-06-16
Volume: 17
Issue: 3
Pages: 215-236
ISSN: 1045-3172 (ISSN-L)
1467-8551
DOI: 10.1111/j.1467-8551.2006.00498.x
OpenAlex: W2090861628
Cited by: 1,296
References: 106
Citations by year: 2026: 47 · 2025: 67 · 2024: 75 · 2023: 81 · 2022: 67 · 2021: 76 · 2020: 103 · 2019: 109 · 2018: 83 · 2017: 68 · 2016: 77 · 2015: 81 · 2014: 81 · 2013: 81 · 2012: 68
FWCI: 32.48
Type: journal article
Language: en
Open access: closed
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations: British Journal of Management (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
Social Sciences › Decision Sciences › Management Science and Operations Research › Innovation Diffusion and Forecasting
Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Keywords: innovation adoption, organizational innovation, innovation implementation, top managers, organizational characteristics, environmental factors, public sector organizations, innovation initiation, adoption decision-making

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Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers1

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