Adoption and implementation of technological innovations within long-term relationships
Introduction
Although often considered a natural extension of adoption, implementation does not follow automatically and additional research into successful implementation is necessary (Rogers, 1995). In addition, an understanding of potential adopters as active decision-makers, rather than as passive units, is required (Windsor, 1995). In organizations, adoption and implementation processes might be more complex due to the web of relationships surrounding the adopter, such that each independent stakeholder is potentially affected by technological changes (Hausman, 1996). Thus, promoting cooperative adoption among relational partners may be critical to successful adoption (Hakansson and Johanson, 1988).
Due to the complementary nature of cooperative adoption, the firm who desires to implement a particular innovation (the focal firm) may need to convince relational partners (recipient firms) to implement it as well. Extant literature is mute on the process most useful in encouraging this cooperation without damaging the partnership. Insights from relationship marketing do suggest that the type of influence exerted, as well as interorganizational variables, are drivers of other types of cooperation Brown and Pattinson, 1995, Dwyer and Gassenheimer, 1992.
Therefore, this study is directed towards answering the following questions: (1) what effects do influence efforts exerted by focal firms have on the technology adoption decisions of recipient firms?; (2) do these influence efforts affect the implementation of technological change?; and (3) to what extent do interorganizational variables, such as trust, communication, dependence, and participative decision-making between focal and recipient firms affect (a) adoption and (b) implementation of innovations?
Section snippets
Conceptual development
The context of this study is adoption of electronic data interchange (EDI) by hospitals. EDI is actually five related software programs designed to facilitate the ordering, tracking, and payment of goods across a channel. By electronically processing orders, EDI eliminates mistakes, shortens lead times, and speeds payment. Allegiance Healthcare, an early and strong proponent of EDI in this channel, has encountered difficulties in adoption of EDI by downstream channel partners over the past 20
Measures
Influence strategies were measured using modifications of the scales developed by Frazier and Rudy (1991). Hypotheses addressed only coercive and noncoercive influence, hence, a subset of the items comprising these constructs was used (see Boyle et al., 1992, Simpson and Mayo, 1997, Venkatesh et al., 1995 for support for this technique). Social influence was measured by modifying a scale for referent power originally developed by Brown et al. (1995). Participative decision-making was measured
Sample characteristics
MANOVA analysis supported the decision to combine data received from the two mailings, but exclusion of the pretest data. A total usable sample of 281 responses was received from the two mailings. Survey data show 70% of respondents were either facing adoption of EDI or had adopted EDI within the previous 2 years; suggesting recall adequacy. As shown in Table 1, almost 86% of respondents were actively involved in the adoption decision and all were involved in the implementation process. Thus,
Implications
The factors affecting adoption of technological innovations and those affecting implementation appear to be entirely different. Specifically, a number of interfirm relational variables affect the adoption stage, while implementation appears to require more coordination and input from various individuals. As expected, the correlation between adoption and implementation is not perfect (.5169). Findings offer empirical support for open interorganizational communication and participative
References (34)
- et al.
Power and relationship commitment: their impact on marketing channel member performance
J Retailing
(1995) - et al.
Innovation as a socio-political process: an empirical analysis of influence behavior among new product managers
J Bus Res
(1994) - et al.
Does relationship marketing pay? An empirical investigation of relationship marketing practices in hospitals
J Bus Res
(1999) - et al.
Relationship management: a call for fewer influence attempts
J Bus Res
(1997) - et al.
Estimating nonresponse bias in mail surveys
J Mark Res
(1977) - et al.
Influence strategies in marketing channels: measures and use in different relationship structures
J Mark Res
(1992) - et al.
Information technology and telecommunications: impact on strategic alliance formation and management
Decision
(1995) Influence: the psychology of persuasion
(1993)- et al.
Middle management and quality control: strategies for obstructionism
Human Organization
(1991) - et al.
Relational roles and triangle dramas: effects on power play and sentiments in industrial channels
Mark Lett
(1992)
Electronic data interchange: a total management perspective
The use of influence strategies in interfirm relationships in industrial product channels
J Mark
Just-in-time exchange relationships in industrial markets
J Mark
Influence of political action on innovation
Leadership and Organizational Development Journal
Technology diffusion: an empirical test of competitive effects
J Mark
Formal and informal cooperation strategies in international industrial networks
Interfirm adaptation in business relationships
J Mark
Cited by (94)
A framework for evaluation and adoption of industrial exoskeletons
2023, Applied ErgonomicsSocial influence research in consumer behavior: What we learned and what we need to learn? – A hybrid systematic literature review
2023, Journal of Business ResearchThe effect of international pressures on the cross-national diffusion of business-to-business e-commerce
2019, Technology in SocietyInnovation implementation: Harmony and conflict in Chinese modern music festivals
2017, Tourism ManagementCitation Excerpt :Many of these are likely to have specific challenges within the time constrained, volunteer reliant festival context. Several commentators have drawn attention to the centrality of ‘human resources’ to effective implementation (e.g. Dooley, Subra, & Anderson, 2002; Sawang & Unsworth, 2011; Starkweather, 2005) and in particular the role of front-line employees (Cadwallader, Jarvis, Bitner, & Ostrom, 2010; Hausmana & Stock, 2003; Van De Ven, Angle, & Poole, 1989). Interpersonal communication is also highlighted as an enabling factor (Hausmana & Stock, 2003; Rapert, Velliquette, & Garretson, 2002) with socialization among staff encouraging the development of shared values (Bruque & Moyano, 2007).
Impact of specific investments, governance mechanisms and behaviors on the performance of cooperative innovation projects
2017, International Journal of Project ManagementMaximizing customer adoption outcomes in emerging industrial markets via supplier innovativeness and relationship quality
2023, Journal of Business and Industrial Marketing