SOCIAL LEARNING THEORY AND THE IMPLEMENTATION OF PRODUCTION INNOVATION
In a study of the implementation of production innovation using a social learning theory focus, four organizations were monitored with a real‐time study design. The following propositions were strongly supported: (1) During the initial implementation period (3–4 months), the stress felt by personnel...
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Veröffentlicht in: | Decision sciences 1980-10, Vol.11 (4), p.648-668 |
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description | In a study of the implementation of production innovation using a social learning theory focus, four organizations were monitored with a real‐time study design. The following propositions were strongly supported: (1) During the initial implementation period (3–4 months), the stress felt by personnel in new user organizations was significantly higher (p < .01) than for organizations previously experienced with technology; (2) Firms experienced with the new technology obtain early success when compared with inexperienced firms (p < .01). Moderate support was found for the proposition that new users rely heavily on original equipment manufacturers for demonstration to acquire new skills, but gradually models within the user organization emerge as the dominant influence. The proposition that new users have significantly higher imitation scores than users experienced with the technology was only weakly supported. No substantive or significant changes in the attitudes of users toward the innovation were found during the first three to four months of the implementation period. These and other results suggest that longitudinal studies of this type ought to be carried out over periods in excess of 2 1/2 years. Implications for the management of change are presented. |
doi_str_mv | 10.1111/j.1540-5915.1980.tb01167.x |
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The following propositions were strongly supported: (1) During the initial implementation period (3–4 months), the stress felt by personnel in new user organizations was significantly higher (p < .01) than for organizations previously experienced with technology; (2) Firms experienced with the new technology obtain early success when compared with inexperienced firms (p < .01). Moderate support was found for the proposition that new users rely heavily on original equipment manufacturers for demonstration to acquire new skills, but gradually models within the user organization emerge as the dominant influence. The proposition that new users have significantly higher imitation scores than users experienced with the technology was only weakly supported. No substantive or significant changes in the attitudes of users toward the innovation were found during the first three to four months of the implementation period. These and other results suggest that longitudinal studies of this type ought to be carried out over periods in excess of 2 1/2 years. Implications for the management of change are presented.</description><subject>HEAVILY EMPHASIZES METHODOLOGY OR TECHNIQUE OF STUDY</subject><subject>Implementations</subject><subject>Innovations</subject><subject>Learning</subject><subject>OEM</subject><subject>ORGANIZATION ANALYSIS</subject><subject>Organization and Management Theory</subject><subject>Organizational behavior</subject><subject>Organizational Change</subject><subject>Production/Operations Management</subject><subject>PRODUCTIVITY</subject><subject>QUANTITATIVE CONTENT ANALYSIS</subject><subject>Social</subject><subject>SOCIALIZATION, SOCIAL ADJUSTMENT</subject><subject>Studies</subject><subject>Technological change</subject><subject>Theory</subject><issn>0011-7315</issn><issn>1540-5915</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1980</creationdate><recordtype>article</recordtype><sourceid>7UB</sourceid><recordid>eNqVkE9vgjAYxptlS-bcvgPxsBuspaXFXRaCiCRYjEOXnRoKNcGpOKqZfvuBGg-77b30_fM8T5ofAD0ELdTUy9JCDoGm00eOhfoutHYSIkSZdbgBnevpFnRgszYZRs49eNB6CSGkDsEdMHxP_MiLjTjwpjzioZGOgmT6aXh80LZGNJ7EwTjgqZdGCTeSoTGZJoOZf5oizpP56fAI7hbZSquny9sFs2GQ-iMzTsLI92Izxxi6psQOsxXLctkvChtTXCjXlVARopDLyILmksECNauFKtyMSslkhpViFNsotyXugudz7rauvvdK78S61LlarbKNqvZaUIQgYzZthL0_wmW1rzfN30TLiRCboEb0ehbldaV1rRZiW5frrD4KBEXLVyxFC1G0EE8-ceErDo357Wz-KVfq-A-nGAR-RInbJJjnhFLv1OGakNVfgjLMHPHBQ4HmjIYpHokJ_gU64Ir5</recordid><startdate>198010</startdate><enddate>198010</enddate><creator>Ettlie, John E.</creator><creator>Rubenstein, Albert H.</creator><general>Blackwell Publishing Ltd</general><general>American Institute for Decision Sciences</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>7SC</scope><scope>7TB</scope><scope>8BJ</scope><scope>8FD</scope><scope>FQK</scope><scope>FR3</scope><scope>JBE</scope><scope>JQ2</scope><scope>L7M</scope><scope>L~C</scope><scope>L~D</scope><scope>7UB</scope></search><sort><creationdate>198010</creationdate><title>SOCIAL LEARNING THEORY AND THE IMPLEMENTATION OF PRODUCTION INNOVATION</title><author>Ettlie, John E. ; Rubenstein, Albert H.</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c3308-b3572e7acb9dd2363de88b0e44e1874f6cb70d18b0fed8a6bb7ba3ee76321c2b3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1980</creationdate><topic>HEAVILY EMPHASIZES METHODOLOGY OR TECHNIQUE OF STUDY</topic><topic>Implementations</topic><topic>Innovations</topic><topic>Learning</topic><topic>OEM</topic><topic>ORGANIZATION ANALYSIS</topic><topic>Organization and Management Theory</topic><topic>Organizational behavior</topic><topic>Organizational Change</topic><topic>Production/Operations Management</topic><topic>PRODUCTIVITY</topic><topic>QUANTITATIVE CONTENT ANALYSIS</topic><topic>Social</topic><topic>SOCIALIZATION, SOCIAL ADJUSTMENT</topic><topic>Studies</topic><topic>Technological change</topic><topic>Theory</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Ettlie, John E.</creatorcontrib><creatorcontrib>Rubenstein, Albert H.</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>Computer and Information Systems Abstracts</collection><collection>Mechanical & Transportation Engineering Abstracts</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Technology Research Database</collection><collection>International Bibliography of the Social Sciences</collection><collection>Engineering Research Database</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Computer Science Collection</collection><collection>Advanced Technologies Database with Aerospace</collection><collection>Computer and Information Systems Abstracts Academic</collection><collection>Computer and Information Systems Abstracts Professional</collection><collection>Worldwide Political Science Abstracts</collection><jtitle>Decision sciences</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Ettlie, John E.</au><au>Rubenstein, Albert H.</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>SOCIAL LEARNING THEORY AND THE IMPLEMENTATION OF PRODUCTION INNOVATION</atitle><jtitle>Decision sciences</jtitle><date>1980-10</date><risdate>1980</risdate><volume>11</volume><issue>4</issue><spage>648</spage><epage>668</epage><pages>648-668</pages><issn>0011-7315</issn><eissn>1540-5915</eissn><coden>DESCDQ</coden><abstract>In a study of the implementation of production innovation using a social learning theory focus, four organizations were monitored with a real‐time study design. 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These and other results suggest that longitudinal studies of this type ought to be carried out over periods in excess of 2 1/2 years. Implications for the management of change are presented.</abstract><cop>Oxford, UK</cop><pub>Blackwell Publishing Ltd</pub><doi>10.1111/j.1540-5915.1980.tb01167.x</doi><tpages>21</tpages></addata></record> |
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subjects | HEAVILY EMPHASIZES METHODOLOGY OR TECHNIQUE OF STUDY Implementations Innovations Learning OEM ORGANIZATION ANALYSIS Organization and Management Theory Organizational behavior Organizational Change Production/Operations Management PRODUCTIVITY QUANTITATIVE CONTENT ANALYSIS Social SOCIALIZATION, SOCIAL ADJUSTMENT Studies Technological change Theory |
title | SOCIAL LEARNING THEORY AND THE IMPLEMENTATION OF PRODUCTION INNOVATION |
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