Diffusion Of Organizational Innovations Research Articles

Sustained impact of an academic-practice partnership

Academic-practice partnerships foster innovation and transition to nursing practice in healthcare systems. The purpose of this paper is to describe the impact of a public-private academic-practice partnership for Doctor of Nursing Practice (DNP) education designed to transform a large healthcare system's nursing workforce and model of care. The conceptual framework is organized around Rogers's (2003) principles of diffusion of innovation in organizations. A logic model illuminates how inputs, activities, outputs and outcomes resulted in sustained impact for graduates, the college and the healthcare organization. Partnership outcomes include education of baccalaureate and master's-prepared employed nurses (n = 95) in a DNP program for advanced practice nursing (APN) roles in the healthcare system; dissemination of scholarship; and revision of the healthcare system's research approval process. Sustained impact includes advancement of DNP-prepared graduates to complex leadership and practice roles; development of new programs and advanced practice roles based on scholarly project findings; expansion of population-specific patient programs; and extension of continuum- and access-to-care models in the healthcare organization. Recommendations include continuing development of academic-practice partnerships for transition to practice and advancement of roles and levels of champions to achieve sustained impact of academic-practice partnerships in healthcare organizations.

Factors Affecting the Intention to Apply Management Accounting in Enterprises in Vietnam

By applying behavioral intention theories and the theory of diffusion of innovation in organizations, this study identified several factors influencing the intention to apply management accounting in enterprises in Vietnam. Research data was collected from the questionnaire sent to Vietnamese enterprises in 2019, collecting 542 observations from accountants and directors. The data is, then, synthesized by excel file, conformity check, and processed by SPSS 20 software with descriptive statistics and multiple regression analysis. The results showed four factors that affect the intention to apply management accounting in enterprises in Vietnam: (1) Performance expectancy; (2) Effort expectancy; (3) Perceived trust; and (4) Subjective norms. The study pointed out that the above factors explain 60.618% of the variation of "intention to apply management accounting", in which, Subjective norms has the strongest impact (regression coefficient is 0.238). The findings also show that raising the awareness of managers and accountants about the role of management accounting, improving the qualifications and knowledge of accountants, and increasing the trust of managers about management accounting information are needed to increase the level of management accounting application in Vietnamese enterprises. The study also proposes recommendations to improve the effectiveness of management accounting for managers in operation and decision-making.

Between Museum and Health Care: An Example of the Successful Creation, Implementation, and Diffusion of Organizational Innovations

This paper presents how a museum can create, implement and disseminate a series of organizational innovations. We attempt to describe these phenomena in terms of the social structure. We believe that coherence with the social structure is one of the keys to implementing and disseminating organizational innovation. We emphasize the role of relations and transformational leadership. Our case study is the Montreal Museum of Fine Arts. This museum has proposed a rapprochement with the health sector to the point of offering dedicated spaces for people who are suffering from various pathologies. The results show a connection between wellbeing promoted by the museum and health carried out by health professionals.JEL Codes: I12, L23, O30

Magnet hospital recognition in hospital systems over time.

Magnet hospitals are recognized for nursing excellence and high-value patient outcomes, yet little is known about which and when hospitals pursue Magnet recognition. Concurrently, hospital systems are becoming a more prominent feature of the U.S. health care landscape. The aim of the study was to examine Magnet adoption among hospital systems over time. Using American Hospital Association surveys (1998-2012), we characterized the proportion of Magnet hospitals belonging to systems. We used hospital level fixed-effects regressions to capture changes in a given system hospital's Magnet status over time in relation to a variety of conditions, including prior Magnet adoption by system affiliates and nonaffiliates in local and geographically distant markets and whether these relationships varied by degree of system centralization. The proportion of Magnet hospitals belonging to a system is increasing. Prior Magnet adoption by a hospital within the local market was associated with an increased likelihood of a given system hospital becoming Magnet, but the effect was larger if there was prior adoption by affiliates (7.4% higher likelihood) versus nonaffiliates (2.7% higher likelihood). Prior adoption by affiliates and nonaffiliates in geographically distant markets had a lesser effect. Hospitals belonging to centralized systems were more reactive to Magnet adoption of nonaffiliate hospitals as compared with those in decentralized systems. Hospital systems take an organizational perspective toward Magnet adoption, whereby more system affiliates achieve Magnet recognition over time. The findings are relevant to health care and nursing administrators and policymakers interested in the diffusion of an empirically supported organizational innovation associated with quality outcomes, particularly in a time of increasing hospital consolidation and system expansion. We identify factors associated with Magnet adoption across system hospitals and demonstrate the importance of considering diffusion of organizational innovations in relation to system centralization. We suggest that decentralized system hospitals may be missing potential benefits of such organizational innovations.

Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)

Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.

Diffusion of innovation: customer relationship management adoption in supply chain organizations

Abstract The successful diffusion of innovations in rapidly changing supply chain technological environments is essential to support operations and supply chain management functions. In this paper we conceptualize and develop a framework for research into the diffusion of innovations in organizations pertaining to software adoption in supply chain management. Incorporating Task-Technology Fit theory with a network externalities model, we develop a novel approach in customer relations management (CRM) software adoption. An empirical study using Partial Least Squares (PLS) on data from US supply chain managers is utilized to confirm the usability of the proposed framework as well as confirming the efficacy of the proposed combined methodological approach suggested in this paper. The results also show the direct and indirect network externalities of system quality, ease of use, system reliability, and authority can moderate the CRM adoption relationship in organizations, suggesting the possibility that other moderating network externality variables may impact CRM adoption.

Incorporating logistics enterprise architecture: a diffusion of innovation perspective

Organisations use a variety of information technologies to support their logistics operations. Logistics enterprise architecture (LogEA) in an integrative framework that aligns information systems and logistics processes to better position organisations to achieve their logistics objectives. However, having a well-drafted LogEA on record is of little benefit to any organisation if the tenets set forth by the LogEA are not embodied by the organisation. In this study, we take a diffusion of innovation approach to identifying and examining factors that facilitate LogEA incorporation, which is the end-state of the organisational innovation diffusion process. We find that activities aimed towards providing regulatory guidance and emphasising depth, diversity, and breadth of use are the most salient means by which to bridge the gap between adoption and incorporation. Based on the results of a quantitative study and additional qualitative support, we present implications of our findings for research and practice.

Diffusion of account planning in Indian ad agencies

Account planning is recognised as a best practice in British and American advertising. Despite reports of its global growth, information on its use around the world is limited. This study focuses on account planning in India, a region of considerable importance to international advertisers and advertising agencies. Using a two-stage organisational innovation diffusion framework, it examines planning initiation and assimilation in the Indian ad industry. It also investigates the impact of organisational factors on its diffusion. Results from the web survey (154 respondents from 101 agencies) indicate that, while initiation is widely reported in India, planning assimilation in agency activities is limited. Size and global agency affiliation (structural variables) affect initiation; leadership commitment and agency innovativeness (managerial and cultural variables) impact both initiation and assimilation. Similarities and differences with account planning use in UK and US agencies are discussed.

Translating HIV interventions into practice: Community-based organizations’ experiences with the diffusion of effective behavioral interventions (DEBIs)

Efficacious behavioral interventions developed to address the spread of HIV/STIs are currently being disseminated in the USA through a national diffusion program (DEBI) spearheaded by the Centers for Disease Control and Prevention (CDC). Understanding how interventions are translated to real world settings is necessary to further scientific knowledge of this process and to facilitate future translation efforts in public health. Prior studies have begun to elucidate how agencies translate behavioral interventions into practice, but further work is needed. Guided by the ADAPT framework, we examined agencies' assessment, preparation, and implementation of interventions. Our qualitative interview-based study focused on six community-based agencies in California (United States) funded to implement three group-level HIV interventions. Findings showed considerable variation in the extent to which agencies engaged in assessment and broad-based preparation and in the ease with which agencies implemented the interventions. The findings provide insight into the process that agencies undergo in the translation of effective behavioral interventions and illustrate how agencies can inform logic models that guide translation. We also identify relevant dimensions of existing models, including the ADAPT framework and Rogers's (1995, 2005) diffusion of innovations in organizations, that have value for agencies that are translating research to practice.

Diffusion of Innovations in Organizations

During the past two decades, the world has witnessed a significant change in the nature of the technological and administrative practices and processes faced by organisations in different areas of their operations, such as manufacturing processes, operation technologies, and information systems (Shields, 1997). To keep pace with other competitors in the global market, organisations are keen to be able to use the best and the latest ideas, techniques, practices, and processes in different aspects of their activities. This has placed a greater emphasis on the diffusion of innovation as a solution to cope with the requirements of such changes. This view is consistent with systems approach theory that suggests that all parts of a system are related to each other, and any change in one part of a system may require the consideration of appropriate change(s) in other parts of the organisation, otherwise, the system may not work properly (Kellett & Sweeting, 1991). An overview of the diffusion of techniques and the recognition of factors influencing the diffusion of such innovations is expected to facilitate the implementation of recently developed, advanced, and up-to-date techniques and practices in organisations. Given this, the current chapter explains a diffusion model applicable to studies investigating the diffusion of techniques (both technological and administrative innovations). The model incorporates most of the innovation factors addressed in the diffusion and techniques literature. An advanced technique is referred to as an innovation in this overview.

Organizational Environments, Framing Processes, and the Diffusion of the Program to Address Global Climate Change Among Local Governments in the United States

Few researchers have examined how organizational environments and framing processes simultaneously influence the diffusion of organizational practices. This article combines insight from major perspectives on the diffusion of organizational innovations and from social movement studies, and shows that the adoption of a program to address global climate change by U.S. municipalities is shaped by social contagion and organizational linkages, as well as by the actions of change-promoting agents. The findings emphasize the potential as well as the limitation of the strategic efforts on the part of innovation promoters to frame adoption in a way that will appeal to potential adopters.

A MODEL FOR INTRODUCING AND IMPLEMENTING E-LEARNING FOR DELIVERY OF EDUCATIONAL CONTENT WITHIN THE AFRICAN CONTEXT

Africa, where we have enormous and varied challenges in accessing higher education, there is need for relevant and customized content that is specific to our needs and challenges. Most of the models that exist to address these challenges have their limitations in terms of flexibility, time and space constraints and hence the need to address the mitigating factors. A blend of different types of information and communication technologies can be used in innovative ways in order to resolve some of these limitations. However, the same technologies brings about other challenges such as the costs that are associated and change of attitude and training on the part of the e-content developers. These challenges must be addressed for successful introduction of the same in an educational setup. In this paper, electronic learning is proposed as one of the main ways of overcoming some of the key challenges in accessing education. We argue that electronic learning models should be sensitive to the level of availability of infrastructure, technical support, and clear policy on implementation, evaluation and curriculum re-orientation. We propose an e-learning implementation model that can be used by educational institutions in introducing e-learning technologies to their staff and students. The model is a modification of Rogers'model of diffusion of innovation in organizations and has been developed from experiences and experiments conducted over a period of three years at the University of Nairobi. The steps involved in the proposed model are described and for each step factors that meliorate the situation are identified and put into perspective. System flowcharts have been developed and used to visualize the processes and the interrelatedness of the steps. We have contextualized the model to suit various parametric values that are dependent on cost, level of infrastructural support and staff motivation and commitment. Key Words: E-learning development process model, e-learning modes, e-content, infrastructure African Journal of Science and Technology Vol.5(1) 2004: 34-46

Neo- instead of post-Fordism: the transformation of labour processes in Hungary

The paper consists of two parts, the first focusing on the institutional heritage of an innovative work organization (teamworking) that emerged in state-socialist firms in Hungary in the 1980s. The second part of the analysis concentrates on the impacts of foreign direct investment (FDI) on work organization, with special regard to the employees' role in task structuring in the post-socialist economy during the 1990s. The experience with the so-called ‘Inside Contracting Groups’ (Hungarian acronym: VGMK) in the 1980s actually meant an innovative attempt to mobilize human resources by letting employees establish their autonomous working groups after their regular working time. Almost a tenth of the industrial workforce participated in this nation-wide social experiment. The technical-professional and social-cultural learning processes in these autonomous working groups have produced the following ‘spill-over effect’: these ‘proto-entrepreneurs’ within the state-socialist firms became micro- or small business owners after the collapse of the state-socialist political and economic regime. During the 1990s, the first decade of the emerging market economy in Hungary, massive FDI arrived in the country and had a strong impact on the diffusion of organizational innovations in labour processes, too (e.g. teamworking, cost centres, TQM, IT use, ISO 9000, etc.). ‘Leading-edge’ management practices in foreign-owned firms play the role of ‘external benchmarking’ for Hungarian firms, but, beside the transfer of some organizational innovations in labour processes (e.g. increasing employee participation in the quality assurance), it is hard to identify in the indigenous firms innovative practices like that of the VGMK in the 1980s.

Diffusion of innovations in service organizations: systematic review and recommendations.

This article summarizes an extensive literature review addressing the question, How can we spread and sustain innovations in health service delivery and organization? It considers both content (defining and measuring the diffusion of innovation in organizations) and process (reviewing the literature in a systematic and reproducible way). This article discusses (1) a parsimonious and evidence-based model for considering the diffusion of innovations in health service organizations, (2) clear knowledge gaps where further research should be focused, and (3) a robust and transferable methodology for systematically reviewing health service policy and management. Both the model and the method should be tested more widely in a range of contexts.

Adapting Strategic Niche Management for evaluating radical transport policies––the case of the Durham Road Access Charging Scheme

Abstract Transport systems in the UK are facing severe problems of congestion, rising energy use and pollution. One response to this is the move from local authorities to gradually introduce Travel Demand Management (TDM) 1 strategies, but these measures involve a complicated set of institutions, processes, people and procedures. The old road-building transport policy regime involved a relatively simple system of actors and processes around which expertise, knowledge, and skills had built up over many decades. The result of this is particularly evident for more radical demand management measures (such as congestion charging, workplace parking fees and high occupancy vehicle lanes), which often get held up or discarded due to controversy, disagreements, unanticipated problems, and a whole host of delaying factors. If they ever get implemented, they tend to be watered-down and consequently less effective. One potential way to analyse these problems and identify possible solutions is the use of Strategic Niche Management (SNM). SNM is rooted in organisational innovation diffusion theory and provides a structure to evaluate and manage the introduction of new and innovative transport technologies. This paper introduces Strategic Niche Management and explores transferring this technique for evaluating TDM policy measures. The resulting technique is applied retrospectively to the case of the Durham Road Charging scheme, selected as an example for this paper.

Communication Networks in the Diffusion of an Innovation in an Organization1

Research on decision‐making processes and the diffusion of innovations in organizations has been focused on the influence of formal organizational structures. Since the successful implementation of most innovations requires the cooperation of employees, it is important to investigate how employees' knowledge, opinions, and individual decisions concerning an innovation are influenced by other employees. The present study investigates how information acquisition and adoption decisions of employees are influenced by the quantity and strength of their informal communication ties in the organization, and how strong this influence is in comparison with influence from formal communication sources. Results indicate that formal communication sources contributed more to the process of information diffusion, whereas informal communication sources (especially the employees' strong ties), were more influential on attitudes and adoption intentions.

Some aspects of an analytical framework for studying the diffusion of organizational innovations

The objective of this paper is to explore the extent to which the more recent literature on innovation and decision, with a prime focus on technical innovations, can contribute to a useful analytical framework for studying the diffusion of organizational innovations. We review that literature, compare the intrinsic features of technical and organizational innovations, and explore what these differences may mean for an eventual analytical framework specifically developed for studying organizational innovations. We conclude that the received ‘innovation’ literature has a great deal to offer but that some modifications are required. In particular, we suggest that the role of factors ‘inside’ the non and of non-market mechanisms for transfer of organizational innovations needs special emphasis.

Interorganizational collaboration and dissemination of health promotion for older Americans.

This article describes how a successful health promotion program for older adults was adapted and disseminated through collaboration of the American Association of Retired Persons, the American Red Cross, and the Dartmouth Institute for Better Health. The details of this effort are presented in three sections: the conceptual framework used to build the collaborative relationship, the outcomes, and an analysis of these experiences as they relate to the diffusion of innovations in organizations. The problems encountered are discussed as well as the need for more time to elapse before judging the ultimate success of the diffusion of the program.

Organizational Innovation: Hidden Reserve in the Soviet Economy

This paper explores those characteristics of the Soviet economy which help it survive and grow despite its well-known structural deficiencies: its ability to change itself, to adapt to new conditions, and to improve. This is accomplished through the introduction and diffusion of organizational innovations. Organizational innovations are changes in the ways individual efforts are coordinated and stimulated. Their introduction may serve the goals of improving economic efficiency, increasing political power, or promoting ideology.