Organizational innovaton adoption: a multi-level framework of determinants and opportunities for future research

Organizational innovation adoption has received increasing attention in the marketing and management literature over the past two decades. Insight into adoption processes, its inhibitors and stimulators helps suppliers of innovations to market their new products more effectively. The objective of this paper is to discuss the main findings on organizational adoption and integrate them within a framework. The framework that we propose addresses the adoption decision at two levels, i.e. the organizational level and the individual adopter within an organization. We integrate research on innovation adoption and technology acceptance that have emerged in the marketing and management literature and identify several research issues that need further attention. © 2001 Elsevier Science Inc. All rights reserved

Effects of co-creation claim on consumer brand perceptions and behavioural intentions

Increasingly often, companies co-create' with consumers in open innovation practices to develop new products more effectively. Little is known about how co-creation affects consumer brand perceptions in the mass market. We hypothesize that co-creative brands - as opposed to non-co-creative brands - are perceived as more authentic and sincere, and are associated with relatively positive behavioural intentions. A between-subjects experiment was conducted to test these hypotheses in an online panel of consumers who did not take part in co-creation. The experiment had a 3 (control vs. co-creation vs. co-creation supported with some visual proof)x2 (well-known existing brand vs. fictitious brand) design. Quantitative data analyses (n=530) confirmed that for both brands, co-creation affects brand personality perceptions directly and behavioural intentions indirectly. This study shows that co-creating with consumers can be a strategic method to positively influence product perceptions and behavioural intentions

The Adoption of Information Technology in the Sales Force’

The purpose of this article is to explain why salespeople adopt information technology. The results from a cross-sectional study of 229 salespeople indicate that putting sales technology to use strongly depends on salespeople's perceptions about the technology enhancing their performance, their personal innovativeness and organizational efforts in terms of user training. Throughout the adoption process companies also need to target sales line managers-next to end users-because salespeople clearly comply with the expectations of their supervisors. Finally, the threat from competing sales professionals or peers who use similar sales technology seems to be of secondary importance for individual sales technology adoption. © 2005 Elsevier Inc. All rights reserved