Beteiligte: | , , |
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In: | Journal of Communication, 70, 2020, 4, S. 497-521 |
veröffentlicht: |
Oxford University Press (OUP)
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Medientyp: | Artikel, E-Artikel |
Umfang: | 497-521 |
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ISSN: |
0021-9916
1460-2466 |
DOI: | 10.1093/joc/jqaa018 |
veröffentlicht in: | Journal of Communication |
Sprache: | Englisch |
Schlagwörter: | |
Kollektion: | Oxford University Press (OUP) (CrossRef) |
<jats:title>Abstract</jats:title> <jats:p>This study examines the processes of complex innovation adoption in an interorganizational system. It distinguishes the innovation adoption mechanisms of organizational-decision-makers (ODMs), who make authority adoption decisions on behalf of an organization, from individual-decision-makers (IDMs), who make optional innovation decisions in their own work practice. Drawing on the Theory of Reasoned Action and Social Information Processing Theory, we propose and test a theoretical model of interorganizational social influence. We surveyed government health-care workers, whose advice networks mostly span organizational boundaries, across 1,849 state health agencies in Bihar, India. The collective attitudes of coworkers and advice network members influence health-care workers’ attitudes and perceptions of social norms toward four types of innovations. However, individuals’ decision-making authority moderates these relationships; advisors’ attitudes have a greater influence on ODMs, while perceptions of social norms only influence IDMs. Notably, heterogeneity of advisors’ and coworkers’ attitudes negatively influence IDMs’ evaluations of innovations but not ODMs’.</jats:p> |