Organizational and individual innovation decisions in an interorganizational system: Social influence and decision-making authority

Jiawei Sophia Fu*, Michelle Shumate, Noshir Contractor

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

Abstract

This study examines the processes of complex innovation adoption in an interorganizational system. It distinguishes the innovation adoption mechanisms of organizational-decision-makers (ODMs), who make authority adoption decisions on behalf of an organization, from individual-decision-makers (IDMs), who make optional innovation decisions in their own work practice. Drawing on the Theory of Reasoned Action and Social Information Processing Theory, we propose and test a theoretical model of interorganizational social influence. We surveyed government health-care workers, whose advice networks mostly span organizational boundaries, across 1,849 state health agencies in Bihar, India. The collective attitudes of coworkers and advice network members influence health-care workers' attitudes and perceptions of social norms toward four types of innovations. However, individuals' decision-making authority moderates these relationships; advisors' attitudes have a greater influence on ODMs, while perceptions of social norms only influence IDMs. Notably, heterogeneity of advisors' and coworkers' attitudes negatively influence IDMs' evaluations of innovations but not ODMs'.

Original languageEnglish (US)
Pages (from-to)497-521
Number of pages25
JournalJournal of Communication
Volume70
Issue number4
DOIs
StatePublished - Aug 1 2020

Keywords

  • Advice Network
  • Decision-Making
  • Global Health
  • Heterogeneity
  • Innovation Adoption
  • Normative Influence
  • Organizational Boundary
  • Social Influence
  • Social Information Processing
  • Social Networks

ASJC Scopus subject areas

  • Communication
  • Language and Linguistics
  • Linguistics and Language

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