Adoption Of Digital Innovations Research Articles

Stuck in the comfort zone? The influence of customer concentration on digital innovation in manufacturing firms

ABSTRACT Digital innovation has become an inexorable trend for manufacturing firms in the digital era. Though the motivations for digital innovation have been largely focused on in the literature, the barriers for manufacturing firms to implementing digital innovation remain underdeveloped. Actually, it is not that manufacturing firms are unaware of the benefits of digital technology, but the structural factors embedded in firms that hinder them from adopting digital innovation. In this context, this study aims to empirically investigate how and why customer concentration could be an obstacle to digital innovation in manufacturing firms, and thus provide insights for managers to break free from the trap of customer concentration and turn to embrace digital innovation. By conducting empirical analyses based on panel data of listed manufacturing firms in China between 2008 and 2019, we find that customer concentration has a significantly negative effect on the adoption of digital innovation in manufacturing firms. Moreover, the negative effect of customer concentration on the adoption of digital innovation is more pronounced when top executives have a relatively higher existing-oriented attention focus, and when the firm has spent more on relationship-specific investments. In addition, the presence of chief information officers (CIOs) can weaken the negative influence of customer concentration on the adoption of digital innovation.

Adoption of Digital Innovations in Rural Banking of Vellore District: Based on UTAUT Model

Adoption of Digital Innovations in Rural Banking of Vellore District: Based on UTAUT Model

Digital innovation in family firms: The roles of non-family managers and transgenerational control intentions

AbstractDigital innovation, i.e. the creation of products and services, processes, or business models on the basis of digital technology, represents a new innovation phenomenon that offers important opportunities, but also entails high risks. Family firm research argues that family firms generally possess a greater ability to innovate, but differ in their willingness to do so. We propose that with regard to digital innovation family firms rather face an “ability and willingness challenge”, i.e. they differ in their willingness and their ability to engage in digital innovation. We analyze two factors—non-family managers and transgenerational control intentions—that might help family firms overcome the ability and willingness challenge and that allows to explain heterogeneity among family firms in the adoption of digital innovation. An empirical, survey-based investigation of 104 German family firms supports our hypotheses. We contribute to the literature on digital innovation in family firms as well as on family firm professionalization.

Risk perception and adoption of digital innovation in mobile stock trading

AbstractAn increase in retail investors, trading platforms, and smartphones is facilitating digital transformation in stock trading. Investments in mobile‐centered digitalization by trading firms are rapidly becoming a source of competitive advantage. Distinctive psychological aspects involving risks, make stock trading a unique individual decision‐making behavior. The objective of the present research is to examine the determinants of retail investors' behavioral intentions (BI) for mobile stock trading (MoST). Across two studies using a mixed method approach we empirically test a framework comprising cognitive risk‐mitigation factors, perceived risk (PR), perceived financial cost (PFC), and technology acceptance model (TAM) constructs. The results indicate information quality, privacy, and security protection to mitigate the risk perception involved in trading on mobile platforms. Further, we report the mediation of PR in the relationship between the cognitive risk‐mitigating factors and BIs to adopt MoST. Moreover, we find PFC to moderate PR and the TAM constructs' relationship with BIs to adopt MoST. Our research has important theoretical contributions and managerial implications to understand digital adoption behavior by retail investors for MoST platforms.

Nurse Leadership Post COVID Pandemic-A Framework for Digital Healthcare Innovation and Transformation.

The COVID-19 pandemic generated a series of profound and unprecedented challenges for health and social care systems and those frontline clinicians responsible for delivering services including nurses. One consequence has been the rapid and widespread introduction of a range of digital tools, solutions, and initiatives. In the United Kingdom, this has required clinical leadership to drive implementation and adoption of digital innovations across the system, ranging from those in senior executive board level positions to those on the frontline. This commentary presents a framework highlighting the breadth of digital transformations which emerged as a consequence of the U.K. health and social care systems' response to the COVID-19 crisis. The framework outlines the different levels of digital transformation, ranging from what we have termed "ceremonial adoption" to isolated automation, organizational integration, and full systems integration. We reflect on the nursing leadership practices that need to be in place to support these changes. Whilst acknowledging the extraordinary results achieved by the COVID-19 driven tsunami of digital transformation, we reflect on the essential steps required to translate these nascent, isolated efforts into fully integrated, long-term solutions. We also offer recommendations for clinical digital leaders and suggest steps that will be crucial to translate the temporary and/or limited interventions into effective, permanent features of our health and social care systems, while also providing a platform on which to build future digital capabilities. We will inevitably continue to see an increase in the use of technology in everyday clinical practice, and nurses are well positioned to take a lead in its widespread adoption.

How to measure the status quo bias? A review of current literature

The Status Quo Bias (SQB) describes an individual's preference to avoid changes and maintain the current situation. In today’s world, technological advances require nearly constant change within organizations. Thus, SQB can become an issue when it hinders progress. Therefore, it is crucial to understand how this effect can be reliably measured and, even more importantly, what countermeasures to employ. Prior research has focused more on individual measuring approaches and less on countermeasures. As researchers across different research fields have studied this bias, we conduct a literature review spanning different scholarly fields. This broader research focus allows us to identify four measurement approaches and 13 countermeasures along the three aspects of cognitive misperception, rational decision making, and psychological commitment of SQB. Our overview consolidates existing knowledge and will hopefully be the starting point for researchers to start combating this bias where needed. Successful and proven countermeasures can, for example, increase the acceptance and adoption of digital innovations and technology in general and thereby allow organizations to capitalize on their investments.

Influences of Digital Innovations on Advisory Work in the Financial Services Sector

We explore the background, changes, and challenges of the digital transformation of customer advisory in the financial services sector resulting from the implementation of new technological solutions. In addition, we examine the effects of the adoption of digital innovations on advisory work. Building on insights drawn from a multiple case analysis within two financial services providers and using the Technology-Organization-Environment (TOE) framework as the theoretical basis, our study identifies 13 factors that influence advisory work when technological innovations are introduced. We provide implications for financial services providers with regard to the identified influencing factors. Our results and findings expand the academic knowledge and understanding of the chances and challenges in the context of introducing technological innovations for financial advisory. Practitioners can use our insights for future implementations of technical solutions supporting advisory work.

Adoption of Digital Innovations: A Special Referenceto Routinised Incremental Innovations

The study’s main purpose is to determine the adoption of digital innovations in a developing country that is continuously introduced on different service platforms. A quantitative approach is taken in the research where structured questionnaires based on the unified theory of acceptance and use of technology (UTAUT) model have been used to collect primary data. A total of 821 responses were selected for analysis using structural equation modelling. The findings suggest that the UTAUT model indicates a good fit for determining the behavioural intention to adopt incremental innovations in digital platforms. The model as a whole explains 31.6% of the total variance in the behavioural intention to adopt. Out of the four variables in the UTAUT model, social influence (SI) is seen to have no significant relationship with that of behavioural intention. However, the other three factors, namely performance expectancy (PE), effort expectancy (EE) and facilitating conditions (FC), do have a significant impact on the behavioural intention to adopt incremental innovations. FC has the greatest influence on the behavioural intention, followed by PE and EE. But important factors like age, gender, internet experience and voluntariness to use that are considered moderators are not seen to impact this aspect. Research focussing on radical innovations is quite abundant in past literature; however, those focusing on incremental innovations are quite scarce. This research, focussing on the adoption of incremental innovation in digital platforms in a developing country with a digital divide situation, is indeed a novel attempt. JEL Classification: O1, O2, O320

Adoption of Digital Innovation — Formulating Adopter Categories and Levels of Adoption in a Digital Sphere in an Emerging Economy

Digital innovations are happening all over the globe with the advent of technology. The digital platforms are not only introducing the traditional services online but are also continuously engaged in making frequent modifications to them in the form of incremental innovations. In our quest of creating a time horizon for innovation adoption, and determining levels of adopters of incremental innovations 837 participants from India were asked about their level of adoption of digital innovations. While most of the respondents did not seem affected by the digital transition, amongst the ones adopting these innovations are mostly Early Adopters and Early Majority. The study arrived at an adoption score for the respondents based on the time from the introduction of the innovation and their adoption. The time horizon suggests the increase in adoption of innovation with each new digital innovation introduced. In the case of incremental innovations, ten levels of adoption, and three categories consisting of the ten levels of adoption are formulated based on the LoA model. The users in India fall majorly on the Beginner category in which maximum is aware of the incremental innovations but are skeptical about using them. The study further suggests certain measures for the digital platform providers for each category of users to make them accustomed to the process of incremental innovations.

Digital information literacy skills of Pakistani librarians: exploring supply-demand mismatches, adoption strategies and acquisition barriers

Purpose This study aimed to examine the current and needed levels of the digital information literacy (DIL) skills of Pakistani librarians and further explored the strategies of and barriers to its acquisition and/or enhancement. Design/methodology/approach Using the quantitative approach, a cross-sectional survey was conducted. A convenience sample of Pakistani university librarians was recruited. Out of 225 distributed questionnaires, only 180 surveys were returned, a response rate of 80%. Descriptive and inferential statistics were used for data analyzes. Findings The present status of DIL skills was found low and there is a high demand for its acquisition. The results also explored that the present level of DIL skills is not matching with its required level and thus training is needed. Further, strategies adopted for its attainment were identified including training programs, seminars and social media. Additionally, barriers in the attainment of DIL skills were also established including librarians’ lack of interest, poor internet facilities, absence of users’ demand, no training programs and lack of collaboration between the faculty and librarians. Research limitations/implications This study was limited to librarians serving in three different universities of Pakistan. The findings of this study may motivate librarians toward the adoption of digital innovations. This study also informs librarians to recognize gaps in their DIL skills and should attempt to diminish it using diverse strategies. The results also inform the concerned authorities about the barriers faced by librarians in the acquisition of DIL skills and can plan for training programs. Additionally, LIS curriculum should be revised to incorporate topics related to the learning of innovative digital skills. Finally, results motivate librarians to attain DIL skills that possibly augment their performance. Originality/value This study is the first attempt in Pakistan that examined supply-demand mismatches, adoption strategies and acquisition barriers in the context of librarians’ DIL skills serving in the university libraries of Peshawar. As the current status of DIL skills of Pakistani librarians was found low, thus university authorities should organize professional development programs for librarians to acquire and/or enhance the DIL skills.

Digital innovations in rural micro-enterprises

Abstract Digitalization gives micro-enterprises and rural areas new possibilities and it can support their competitiveness. In this paper, we have presented one way of supporting the diffusion and adoption of digital innovations in rural micro-enterprises. First, we examined the challenges and digital competence of the micro-enterprises in the rural areas of Central Finland to better understand what they needed. The second step was to develop a workshop concept. Theories of innovation diffusion and adoption were used as a base for these workshops. The last step was to evaluate the developed concept, its effects and challenges. We found that the workshop concept worked well for spreading information, for encouraging a positive attitude towards digital innovations, and for planning the use of innovations. Important factors in order for this concept to work were trust, communication, and changing the roles of agents and opinion leaders.

Bringing the Digital Oil Field to Production Operations

Guest editorial Things move fast in the world of digital technology. And the oil industry has often been in the advance guard. Progress in the seismic area, accelerated by high-performance computing, has been nothing short of amazing, and the industry has truly pushed the envelope in deepwater exploration thanks to adoption of vanguard technologies. In addition, the industry has advanced significant initiatives to digitize field operations, from installing field wireless networks and sensors to deploying wellbore fiber optics. However, upon reflection, most progress has come in exploration or field development. In "operations," the Digital Oil Field of the Future (DOFF) has moved ahead in small, measured steps. Is it possible to accelerate adoption of digital innovation in the traditional, cautious world of production operations? The external world has experienced an explosion in the development and adoption of new digital technology. In the past decade, the Internet has morphed from minor brochureware to a major business channel and the smartphone has become a game-changing device right out of the gate. The next generation of computing—cloud computing—is taking shape in a big way, bringing game-changing technologies and business models. And so—could our progress in the oil field be faster? The complexities and barriers are significant. Four in particular impact the pace of change:Wide Diversity of Industry, Assets, and Participants. Production-operations deals in new fields and brownfields, international oil companies (IOCs), national oil companies, and independents, all have different value propositions. There can be no "one size fits all" DOFF solution. This diversity and a lack of focus in industry efforts supporting DOFF have led to small-scale, independent DOFF efforts across—and even within—companies. The consequent slow progress and disconnected processes have made it difficult to mount efforts that reach economies of scale.Lack of Industry Standards. Suppliers have a vested interest in protecting their proprietary solutions rather than developing industry standards; likewise, IOCs are inclined to see their DOFF initiatives as potentially providing competitive advantage, reducing any willingness to share. However standards and integration of technologies will be essential to reach the economies of scale necessary to drive widespread adoption.

Digitalisation, innovation, and industrial organisation: the pivotal case of the auto industry

This paper considers the economics of digitalisation, defined as the digital coding of information and the growing productivity gains in processing and transmission it enables. It examines the effects of this process on existing models of the firm, industry structure and innovation. The diffusion and adoption of digital innovations are then illustrated by the example of the automobile industry. This sector offers instructive insights since it played a crucial role in the history of industrial innovation and competitive business models.