FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W65572984> ?p ?o ?g. }

• W65572984 startingPage "97" @default.
• W65572984 abstract "The innovation adoption research dealing with the causes of adoption have addressed factors that stimulate innovation and the pro-innovation bias assumption called a bandwagon pressure. Bandwagon pressures are caused by the fear of non-adopters appearing different from adopters and possibly performing at a below-average level if competitors substantially benefit from innovation. Bandwagons are stated to be diffusion processes that innovative organizations go through. This is because organizations are pressured to adopt innovation by the sheer number of adopting organizations in the market even when individual assessments of the merits of innovation adoption are not complete. Top management of publicly-held corporations adopts operations innovation, such as just-in-time (JIT) and total quality management (TQM), based on the belief that the adoption will enhance the market perception of the value of the organization even when it knows the innovation adoption might not produce tangible economic benefits. In the presence of strong bandwagon pressures, innovation adoptions by firms would not produce higher firm value since there are no real economic benefits to the adopting firms. Thus, a test of innovation adoption, involving JIT and TQM, would allow us to examine whether top management adopts innovation based on the promised enhancement of the organization's value in the market. In this view, we empirically test the relationship between innovation adoption and the market's (capital market's) perception of the value of the adopting organization. Assuming top management makes a rational choice, it will decide to adopt operational innovation if it expects the stock price effect to be positive, ex ante. We test the hypothesis that innovation adoption will produce a positive change in innovation adopters' stock prices, ex post. INNOVATION ADOPTION AND BANDWAGON CLAIM Innovation adoption decisions have long been the concern of innovation researchers (Drucker, 1985; Lewis and Siebold, 1993; Lind and Zmud, 1991; Tornatzky et al., 1983). Precedents and correlates to formal adoption decisions were the initial focus of innovation adoption research. The research has also seen theoretical advances in understanding the dynamics of intraorganizational adoption processes (Meyer and Goes, 1988; Pelz, 1983; Rogers, 1988) and the changes in interrelationships among key factors of organizational innovation (Van de Ven and Poole, 1990). Further developments have also been made in the way the outcomes of the innovation process are conceptualized. Moving beyond the traditional diffusion literature, innovation adoption researchers have found a lack of uniformity in technological innovation adoption (Child et al., 1987; Leonard-Barton, 1988). The innovation adoption research dealing with the causes of adoption have addressed factors that stimulate innovation (Brophy and Shulman, 1993) and bandwagon pressures, both institutional and competitive (Abrahamson, 1991; Kimberly, 1981; Van de Ven, 1986). Bandwagon pressures are caused by the fear of non-adopters appearing different from adopters and possibly performing at a below-average level if competitors substantially benefit from innovation. Bandwagons are stated to be diffusion processes that innovative organizations go through. This is because organizations are pressured to adopt innovation by the sheer number of adopting organizations in the market even when individual assessments of the merits of innovation adoption are not complete (Abrahamson and Rosenkopf, 1990; Tolbert and Zucker, 1983). In this article, we examine bandwagon pressure from a different perspective. Based on the bandwagon pressure argument, top management of publicly-held corporations adopts innovation based on the belief that the adoption will enhance the market perception of the value of the organization even when it knows the innovation adoption might not produce real tangible economic benefits. …" @default.
• W65572984 created "2016-06-24" @default.
• W65572984 creator A5005246748 @default.
• W65572984 creator A5040708596 @default.
• W65572984 date "2003-03-22" @default.
• W65572984 modified "2023-09-23" @default.
• W65572984 title "Assessing the Operations Innovation Bandwagon Effect: A Market Perspective on the Returns" @default.
• W65572984 cites W1984401926 @default.
• W65572984 cites W2002644915 @default.
• W65572984 cites W2035687887 @default.
• W65572984 cites W2091090227 @default.
• W65572984 cites W2091775201 @default.
• W65572984 cites W2091777293 @default.
• W65572984 cites W2097139268 @default.
• W65572984 cites W2159888727 @default.
• W65572984 cites W2986921706 @default.
• W65572984 cites W3121368620 @default.
• W65572984 cites W3151727758 @default.
• W65572984 cites W1596432671 @default.
• W65572984 cites W2991805941 @default.
• W65572984 hasPublicationYear "2003" @default.
• W65572984 type Work @default.
• W65572984 sameAs 65572984 @default.
• W65572984 citedByCount "5" @default.
• W65572984 countsByYear W655729842013 @default.
• W65572984 crossrefType "journal-article" @default.
• W65572984 hasAuthorship W65572984A5005246748 @default.
• W65572984 hasAuthorship W65572984A5040708596 @default.
• W65572984 hasConcept C111472728 @default.
• W65572984 hasConcept C119857082 @default.
• W65572984 hasConcept C125502 @default.
• W65572984 hasConcept C127576917 @default.
• W65572984 hasConcept C138885662 @default.
• W65572984 hasConcept C144133560 @default.
• W65572984 hasConcept C162324750 @default.
• W65572984 hasConcept C162853370 @default.
• W65572984 hasConcept C175444787 @default.
• W65572984 hasConcept C17744445 @default.
• W65572984 hasConcept C199539241 @default.
• W65572984 hasConcept C2776291640 @default.
• W65572984 hasConcept C2778869765 @default.
• W65572984 hasConcept C2779530757 @default.
• W65572984 hasConcept C40700 @default.
• W65572984 hasConcept C41008148 @default.
• W65572984 hasConcept C52416528 @default.
• W65572984 hasConceptScore W65572984C111472728 @default.
• W65572984 hasConceptScore W65572984C119857082 @default.
• W65572984 hasConceptScore W65572984C125502 @default.
• W65572984 hasConceptScore W65572984C127576917 @default.
• W65572984 hasConceptScore W65572984C138885662 @default.
• W65572984 hasConceptScore W65572984C144133560 @default.
• W65572984 hasConceptScore W65572984C162324750 @default.
• W65572984 hasConceptScore W65572984C162853370 @default.
• W65572984 hasConceptScore W65572984C175444787 @default.
• W65572984 hasConceptScore W65572984C17744445 @default.
• W65572984 hasConceptScore W65572984C199539241 @default.
• W65572984 hasConceptScore W65572984C2776291640 @default.
• W65572984 hasConceptScore W65572984C2778869765 @default.
• W65572984 hasConceptScore W65572984C2779530757 @default.
• W65572984 hasConceptScore W65572984C40700 @default.
• W65572984 hasConceptScore W65572984C41008148 @default.
• W65572984 hasConceptScore W65572984C52416528 @default.
• W65572984 hasIssue "1" @default.
• W65572984 hasLocation W655729841 @default.
• W65572984 hasOpenAccess W65572984 @default.
• W65572984 hasPrimaryLocation W655729841 @default.
• W65572984 hasRelatedWork W1597761015 @default.
• W65572984 hasRelatedWork W1708450694 @default.
• W65572984 hasRelatedWork W1842336894 @default.
• W65572984 hasRelatedWork W1984949891 @default.
• W65572984 hasRelatedWork W1988172371 @default.
• W65572984 hasRelatedWork W2006746752 @default.
• W65572984 hasRelatedWork W2036628366 @default.
• W65572984 hasRelatedWork W2125908323 @default.
• W65572984 hasRelatedWork W2132471671 @default.
• W65572984 hasRelatedWork W2196555831 @default.
• W65572984 hasRelatedWork W2354775011 @default.
• W65572984 hasRelatedWork W2592109547 @default.
• W65572984 hasRelatedWork W274379686 @default.
• W65572984 hasRelatedWork W2906966699 @default.
• W65572984 hasRelatedWork W3042473511 @default.
• W65572984 hasRelatedWork W3122481425 @default.
• W65572984 hasRelatedWork W3158855941 @default.
• W65572984 hasRelatedWork W3186600054 @default.
• W65572984 hasRelatedWork W71003941 @default.
• W65572984 hasRelatedWork W71019677 @default.
• W65572984 hasVolume "15" @default.
• W65572984 isParatext "false" @default.
• W65572984 isRetracted "false" @default.
• W65572984 magId "65572984" @default.
• W65572984 workType "article" @default.