Abstract
The study investigated the effects of: seven techno-economic factors, extent of top management support, six dimensions of organizational climate, and three modes of joint decision-making, on the adoption of NASA innovations. Seventy-three cases in sixty-five organizations were studied. Data were collected through field interviews and questionnaires. Parametric influences of communication channels and involvement of the innovator were examined. Implications for organizational design were considered. The data indicated that top management support was of primary importance in the success of product innovations. But techno-economic variables were of primary importance in the success of process innovations. The data also indicated that organizational climate and conflict resolution mechanisms were different in the successful and unsuccessful cases. Involvement of the innovator in implementation of the project was also found to be important.
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