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Literature survey of the sociological aspects of mass media of innovations - covers research, cultural factors and traditional norms, the adoption process (decision making and discontinuance), innovators, computer simulation, opinion leadership, personal influence, prediction, social implications, etc. Bibliography pp. 317 to 358.
Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas. In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication & Journalism at the University of New Mexico, explains how new ideas spread via communication channels over time. Such innovations are initially perceived as uncertain and even risky. To overcome this uncertainty, most people seek out others like themselves who have already adopted the new idea. Thus the diffusion process consists of a few individuals who first adopt an innovation, then spread the word among their circle of acquaintances—a process which typically takes months or years. But there are exceptions: use of the Internet in the 1990s, for example, may have spread more rapidly than any other innovation in the history of humankind. Furthermore, the Internet is changing the very nature of diffusion by decreasing the importance of physical distance between people. The fifth edition addresses the spread of the Internet, and how it has transformed the way human beings communicate and adopt new ideas.
1. 1 Summary This thesis intends to answer three questions: First, what is a lead market; second, what constitutes a lead market, and third, how companies can harness lead markets to generate global innovations. Considering the international, cross-border diffu sion of innovations one can observe that a particular technological design such as the facsimile machine, the personal computer or the mobile cellular telephone is often adopted by one country or region much earlier than by other countries which subsequently follow this country, which I will call the lead market. A lead market is defined as a country that adopts an innovation that is subsequently adopted worldwide. When different designs of an innovation compete internationally, the design preferred in the lead market becomes the global dominant design. The study suggests a theoretical explanation for the phenomena of lead markets and collects empirical evidence from a detailed case study of the cellular mobile tele of an innovation design adopted first phone industry. The international diffusion by the lead market, i. e. subsequent adoption of an innovation design preferred in the lead market by other countries, can be put down to the special market context in the lead market. The market context includes demand preferences, the environ mental condition and the degree of competition. Multinational firms are often confronted not only with varying market acceptance of new products and processes from country to country, but with national prefer ences for particular specifications of an innovation, i. e.
It. is well known that t.he introduction of a new technology in one organization not always produces the intended benefits (Levine, 1994). In many cases, either the receivers do not reach the intended level of use or simply the technology is rejected because it does not match with the expectations (true or false) and the accepted psychological effort to use it. The case of formal methods is a paradigmatic example of continual failures. The published cases with problems or failures only constitute the visible part of a large iceberg of adoption cases. It. is difficult to get companies to openly express the problems they had; however, from the experience of the author, failure cases are very common and they include any type of company. Many reasons to explain the failures (and in some cases the successes) could be postulated; however, the experiences are not structured enough and it is difficult to extract from them useful guidelines for avoiding future problems. Generally speaking, there is a trend to find the root of the problems in the technol ogy itself and in its adequacy with the preexistent technological context. Technocratic technology transfer models describe the problems in terms of these aspects. Although it is true that those factors limit the probability of success, there is another source of explanations linked to the individuals and working teams and how they perceive the technology.
In order for the innovation process to be successful, not only do innovations need to be developed and reached the market, but, once they are available for users, they have to spread on a large scale. In the innovation literature, a complete explanation is lacking of why some innovations reach a phase of large-scale diffusion faster than others, including both actor- and system-level components. For instance, what drives and hinders adopters to decide to adopt the innovation on the actor and system levels, and how adopters who participate in the largescale diffusion handle the adoption process and the implementation of the innovation, are questions still unanswered. As a consequence, it remains unclear how the large-scale diffusion process can be facilitated and speeded up. This thesis addresses these issues by studying the case of renewable electricity (RE) innovations. After decades of technology development and improvements, RE innovations are now mature enough to be bought off-the-shelf by individuals and organizations. Yet, the pace of their large-scale diffusion is still too slow for countries to reach their RE generation targets and to limit global warming. Through qualitative and quantitative methods including 59 semi-structured interviews with adopters, project developers and experts in Sweden, France and Germany as well as a survey sent to the whole population of RE adopters in Sweden, an adopter perspective is taken in order to explore the adoption dynamics shaping large-scale diffusion of innovation. More specifically, the thesis identifies the drivers and challenges of adoption during large-scale diffusion and their impact on adoption decisions and strategies. The outcome of this work is presented in a compiling synthesis and six appended papers. Findings show that adopters are heterogeneous with regard to their characteristics, as well as to the drivers, challenges and strategies that affect their adoption processes. Depending on their perceptions, some adopters are more influenced by drivers and challenges than others and, as a consequence, adopters base their adoption decisions on different motives and follow different strategies to implement the innovation. Moreover, the results suggest that the dynamics that occur during the large-scale diffusion process does not only come from the actor level and the level of the system where the largescale diffusion takes place, but also from parallel systems, which are related to adopters and their contexts, including both the social networks and the industries they primarily belong. This makes adopters the central drivers of the innovation diffusion process and this distinguishes the dynamics of large-scale diffusion from the dynamics of innovation development and early diffusion, in which the innovation is the central component. Based on the findings about the adoption dynamics shaping large-scale diffusion, the thesis raises the need to consider large-scale diffusion as part of a new system, different from the innovation system and that acknowledges the specificities of this process. A tentative model accounting for the central role of adopters and for the interactions between adopters, the diffusion system and parallel systems is introduced. Finally, the implications of these findings for policy makers and managers are put forward. In particular, there is a need for policies acknowledging adopters’ heterogeneity as well as the new challenges of large-scale diffusion. Strategies developed by adopters can be a source of inspiration for policy-makers, who can for instance promote the use of intermediaries, of adopters’ task environment and networks, as well as the formation of coalitions among adopters.
A how-to-guide to get others in your organization to accept new technologies, processes, regulations, management, etc.