The purpose of this paper is to provide insight into the concept of Personal Innovativeness through an application of the Ettlie and O'Keefe (1982) Innovativeness Scale. A mixed-mode approach to data collection involving online and postal surveying was used to obtain responses from 404 practicing UK managers. Although the work has a number of limitations relating to the Personal Innovativeness scale employed and difficulties associated with comparative analysis of the results, the findings are statistically significant and appear to have face value. The most important finding from this study is the identification of five key dimensions of Personal Innovativeness which suggests that the concept is fragmenting and becoming more complex. The paper concludes by considering the implications of the findings in terms of recruitment of managers, their education and training, the design of reward packages, and the allocation of resources.

The purpose of this paper is to provide insight into the concept of Personal Innovativeness through an application of the Ettlie and O'Keefe (1982) Innovativeness Scale. A mixed-mode approach to data collection involving online and postal surveying was used to obtain responses from 404 practicing UK managers. Although the work has a number of limitations relating to the Personal Innovativeness scale employed and difficulties associated with comparative analysis of the results, the findings are statistically significant and appear to have face value. The most important finding from this study is the identification of five key dimensions of Personal Innovativeness which suggests that the concept is fragmenting and becoming more complex. The paper concludes by considering the implications of the findings in terms of recruitment of managers, their education and training, the design of reward packages, and the allocation of resources.