Thesis (doctoral) - Graduate School of Business Administration, Harvard University, 1977.
4 Reviews Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas. In this renowned book, Everett M. Rogers, professor and chair of the Department of 4/5(4). A theory of oligopolistic innovation adoption is developed in which intrafirm diffusions occur because the marginal cost of adoption is increasing in the rate of adoption. The equilibrium intrafirm diffusion curve is S-shaped or concave, as are empirically observed ones. The paper analyses the structural and technological determinants of the diffusion of international data network as a major technological and organizational innovation in a sample of 40 U.S. and European multinational firms in the period –Cited by: 1. Diffusion of innovations. 2. Diffusion of innova-tions—Study and teaching—History. I. Title. HMR57 '84 ISBN AACR2 The first edition by Everett M. Rogers was published as Diffusion of Innovations; the second edition of this book, by Everett M. Rogers with F. Floyd Shoemaker, was published as Commu-.
"Do innovations diffuse faster within geographical clusters?," International Journal of Industrial Organization, Elsevier, vol. 18(3), pages , April. Romeo, Anthony A, "Interindustry and Interfirm Differences in the Rate of Diffusion of an Innovation," The Review of Economics and Statistics, MIT Press, vol. 57(3), pages This paper therefore verifies a comprehensive model for the creation, diffusion, and sustaining of organizational innovations. The findings extend current theory on organizational innovations and provide insights for practitioners in innovation-intensive environments. Organizational Change and the Dynamics of Innovation: Formal R&D Structure and Intrafirm Inventor Networks * R&D Structure, Network Change, and Innovation. Because organizational environments frequently change, organizations need to be innovative to survive and prosper. Damanpour (, ) argues that innovation can “contribute to the performance or effectiveness of the adopting tion is a means of changing an organization, whether as a response to changes in its internal or external environment or as a .
Now in its fifth edition, Diffusion of Innovations is a classic work on the spread of new ideas. It has s copies in each edition and will continue to reach a huge academic audience. In this renowned book, Everett M. Rogers, professor and chair of the Department of Communication & Journalism at the University of New Mexico, explains how new ideas spread via communi/5(86). Organizational Innovation. This article shares insights about what organizational innovation is, a process for approaching it, and examples for how to learn and develop your skill to innovate within organizations. If you would like a deeper dive into innovation for organizations see our online innovation courses and innovation workshops. Organizational innovation is understood to encompass processes which lead to the establishment or adoption of new production and management models, not only for production but also for tangible and intangible resources. The organizational innovation concept is part of the concept of innovation and development, and accentuates new ideas and the propensity for change within organizations. Novelty does not seem to be the single main criterion defining an organisational innovation Interfirm vs. intrafirm diffusion of organisational innovations The extent of implementation within the firm seems to be important. Partial implementation vs. full use of organisational concepts makes a great difference Thursday, Ma