Diffusion of Innovation in Sustainable Development Projects: A Proposed Integrative Model

Abstract

To support an effective diffusion of innovations (DOI) in sustainable development (SD) projects, this paper presents a research-based integrative model to illustrate the factors leading the process of diffusion of innovation to succeed or fail in sustainable development projects. The proposed integrative model is based on diffusion of innovation principles founded in the research of Everett Rodgers that emphasizes the process of an effective innovation diffusion. Special emphasis is placed on determining not only the success factors for adequate innovation diffusion, but also on enabling a successful adoption to take place. Key finding obtained from the proposed integrative model is that there are three main stages for adopting DOI in SD projects that are creation of innovative ideas in SD projects, DOI ideas in SD projects, and adoption of innovative ideas in sustainable development projects. Each one of these stages leads to two possibilities that are the success or failure of that stage, depending of the fulfillment of the suggested factors for each option. In brief, the suggested integrated model proposes that the DOI in SD projects will succeed if the three core stages meet the success factors.

Personality Traits and Sustainable Development Projects: A Literature Review of the Conceptual Framework for Project Managers

“…Where, openness to experience describes PMs' ability to be intellectually curious and tendency to explore new ideas, experiences, and opportunities (Barza & Galanakis, 2022). A high level of openness to experience implies that a project manager is creative, imaginative, curious, and unconventional (Hassan, 2022;John & Srivastava, 1999;McCrae & Costa Jr., 1985;Stock et al, 2016), while, a low level of openness to experience indicates that a project manager has little interests, traditional unanalytical, and unadventurous (Golsteyn & Schildberg-Hörisch, 2017;Hassan, 2021;McCrae & Costa Jr., 1987). Extraversion defines the extent to which PMs are assertive, active, enthusiastic, energetic, and dominant (Zhao & Seibert, 2006).…”

“…Conscientiousness refers to a PMs' degree of persistence, motivation, organization, and hard work in the pursuit of goals achievement (Zhao & Seibert, 2006). PMs with high levels of conscientiousness show inspiration to achieve goals, self-discipline, loyalty, and preference for thoughtful and systematic behaviours (Barrick et al, 2001;Hassan, 2022). Agreeable PMs are compliant, modest, forgiving, trusting, tolerant, soft-hearted, and present a high quality of interpersonal interactions (Barrick et al, 2001;Hassan, 2021).…”

“…Other scholars have agreed that PMs who are open to experience can have more creative ideas; PMs who are introverted and conscientious can implement ideas in a form of product prototype; and PMs who acquire a high level of conscientious can diffuse their innovations (Stock et al, 2016). Furthermore, PMs' PTs can impact the successful accomplishment of SD projects at all phases starting from idea creation, prototyping, diffusion, and to the efficient implementation of technologies (Dilchert, 2018;Hassan, 2022;Khan et al, 2021;Pelster & Schaltegger, 2021). However, as illustrated by John & Srivastava (1999), the PMs' PTs possibilities are: extraversion or introversion; agreeableness or antagonism; conscientiousness or lack of direction; neuroticism or emotional stability; and openness or closeness to experience.…”

“…In particular, SD projects aimed to encourage current generations to meets their needs without compromising the ability of future generations to satisfy their needs (Fukuda-Parr & Muchhala, 2020;Sakalasooriya, 2021;Secundo et al, 2020). In specific, the SD projects provide adequate responses to existing and anticipated issues (such as climate change, pandemics, poverty, and desertification) that have potential harmful impact on the environment, society, or the economy (Hassan, 2022;Sakalasooriya, 2021;Sepetis et al, 2020).…”