Organizational culture and adoption of high‐technology products

Abstract

Research on organizational adoption of high‐technology products has concentrated on two major elements. Researchers have primarily examined whether organizations adopted innovations and whether there are differences between organizations that adopt or do not adopt innovations. In contrast, the present research examines the decision‐making process of adoption of high‐technology products in organizations. Specifically, the paper examines the concept of organizational culture and its relationship with the adoption decision process. A survey of firms that had recently made an adoption decision for a high‐technology product is reported. The results suggest that adoption decision processes are distinct within organizational cultures. The paper explains these results and discusses the implications.

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