The structure of the firm and the adoption of process innovations

Cohn, Sorin; Turyn, R. M.

doi:10.1109/tem.1980.6447413

Cited by 43 publications

(19 citation statements)

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“…These organizations are expected to be more open to newer medical practices (Glassman, 1995;McGill, Slocum, & Lei, 1992). (3) Formalization, defined as the extent to which rules and procedures govern employee and organizational activities, can be measured by the presence of rule manuals and job descriptions (Damanpour, 1991;Cohn & Turyn, 1980). Formal and inflexible environments are hypothesized to stifle creativity and alienate workers (Adler & Borys, 1996), thereby hindering staff impetus to learn about, and subsequently adopt, new medical procedures (Bailyn, 1985;Raelin, 1985).…”

Section: Internal Organizational Structure and The Adoption Of Hiv Tementioning

confidence: 99%

HIV testing in correctional agencies and community treatment programs: The impact of internal organizational structure

Oser¹,

Tindall²,

Leukefeld³

2007

Journal of Substance Abuse Treatment

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This study compares the provision of HIV testing in a nationally representative sample of correctional agencies and community-based substance abuse treatment programs and identifies the internal organizational-level correlates of HIV testing in both organizations. Data are derived from the Criminal Justice Drug Abuse Treatment Studies' National Criminal Justice Treatment Practices Survey. Using an organizational diffusion theoretical framework [Rogers, E. M. (2003). Diffusion of innovations (5th ed.). New York: The Free Press], the impact of Centralization of Power, Complexity, Formalization, Interconnectedness, Organizational Resources, and Organizational Size on HIV testing was examined in correctional agencies and treatment programs. Although there were no significant differences in the provision of HIV testing among correctional agencies (49%) and treatment programs (50%), the internal organizational-level correlates were more predictive of HIV testing in correctional agencies. Specifically, all dimensions, with the exception of Formalization, were related to the provision of HIV testing in correctional agencies. Implications for correctional agencies and community treatment to adopt HIV testing are discussed.

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Section: Internal Organizational Structure and The Adoption Of Hiv Tementioning

confidence: 99%

HIV testing in correctional agencies and community treatment programs: The impact of internal organizational structure

Oser¹,

Tindall²,

Leukefeld³

2007

Journal of Substance Abuse Treatment

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“…When Nohria and Gulati (1996) took such an approach, innovation did not correlate significantly with centralization, yet centralization was found to correlate significantly and negatively with process innovation by Cohn and Turyn (1980). The method employed by Nohria and Gulati may identify the most gross organizational relations to innovation in general, but it fails to give proper credence to the role that innovation type plays in determining the successful adoption of innovation in organizations (Miller and Friesen, 1982;Tornatzky and Klein, 1982).…”

Section: A Multidimensional Approachmentioning

confidence: 99%

A multidimensional approach to the adoption of innovation

Cooper

1998

Management Decision

283

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.[ 493 ]Management Decision 36/8 [1998] 493-502

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“…In several empirical studies it has been found that the concentration of technical specialists R&D Management 114, 1983 promotes process innovation adoption (Duchesneau et al, 1979; Ettlie and Bridges, 1982; Cohn and Turyn, 1980; Bigoness and Perreault, 1981). There are a number of theoretical rationales for these findings.…”

Section: Concentration Of Technical Specialists and Diversijkation Stmentioning

confidence: 99%

A note on the relationship between managerial change values, innovative intentions and innovative technology outcomes in food sector firms

Ettlie

1983

R & D Management

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In this study three, two-part propositions were developed based on a general model of how organizational variables moderate the influence of individual change values on innovative intentions and how these same organizational factors moderate the impact of individual innovative intentions on organizational innovative outcomes. A total of 66 respondents, mostly top managers in food processing and food equipment and packaging firms, returned questionnaires. Results indicated that the absence of technical specialist concentration significantly (p < .05) increased the correlation between managerial change values and innovative intentions. Organization size and diversification into nonfood markets did not significantly moderate the correlation between managerial change values and innovative intentions although results were in the predicted direction. Managerial innovative intentions were significantly (p < .05) more likely to be correlated with the rate of new products introduction, and the rate of adoption of incremental process innovation when technical specialists were concentrated. Managerial innovative intentions were significantly (p < .05) more likely to be correlated with the rate of new production introduction and the adoption of radical (new to the industry) process innovation in firms that had diversified into nonfood markets. Critical incident accounts by respondents of creative or innovative episodes in their organizations are strongly correlated with indicators of slack resources for innovation, and the skills managers develop to identify and back innovators in their firms are discussed.Most people are fascinated by novelty. They are attracted to newspaper articles about new products, new medical discoveries, and new fashion. On the other hand, most of us also resist change in routine. In organizational settings, the resistance to change that threatens status or satisfaction of other needs like face-to-face communication with peers, financial rewards, and ego needs, is probably one of the most predictable behaviours that can be identified. Yet people work for change in organization to improve performance and to satisfy creative decisionmaking needs. Finding a satisfactory balance between change and the maintenance of the status-quo may be one of the key organizational issues of our day.

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The structure of the firm and the adoption of process innovations

Cited by 43 publications

References 0 publications

HIV testing in correctional agencies and community treatment programs: The impact of internal organizational structure

HIV testing in correctional agencies and community treatment programs: The impact of internal organizational structure

A multidimensional approach to the adoption of innovation

A note on the relationship between managerial change values, innovative intentions and innovative technology outcomes in food sector firms

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