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SOCIAL LEARNING THEORY AND THE IMPLEMENTATION OF PRODUCTION INNOVATION *
Author(s) -
Ettlie John E.,
Rubenstein Albert H.
Publication year - 1980
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.1980.tb01167.x
Subject(s) - imitation , proposition , production (economics) , business , knowledge management , marketing , period (music) , psychology , computer science , economics , social psychology , microeconomics , philosophy , physics , epistemology , acoustics
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.