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Technology Diffusion: An Empirical Test of Competitive Effects
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1989
Year
Innovation AdoptionTechnology AdoptionInnovation ManagementIndustrial OrganizationProductivityTechnology DiffusionManagementTechnological InnovationDiffusion Of InnovationIntellectual PropertyTechnology TransferEmpirical TestFactors AccountingEmpirical StudyCompetitive EffectsInnovationMarketingBusinessBusiness StrategyKnowledge Diffusion
The study builds on a previously proposed model of competition and technology adoption in the Journal of Marketing. The study empirically tests how competition influences organizational adoption of high‑technology innovations, examining factors that lead to adoption or rejection. The authors conduct an empirical analysis of factors driving adoption or rejection of a high‑technology innovation. Results show that firms in concentrated industries with low price intensity, aided by supplier incentives and vertical buyer links, are more likely to adopt, and that adopters differ from nonadopters in information‑processing characteristics.
The authors provide an empirical test of the effects of competition on the adoption of technological innovations by organizations. They follow the conceptualization developed in the model they proposed previously in the Journal of Marketing. An empirical study of the factors accounting for the adoption or rejection of a high technology innovation is reported. The results suggest that firms most receptive to innovation are in concentrated industries with limited price intensity and that supplier incentives and vertical links to buyers are important in achieving adoption. The results also suggest that adopters can be separated from nonadopters by their information-processing characteristics.