Innovation adoption of employees in logistics: individual and organisational factors related to the actual use of innovation Online publication date: Sun, 26-May-2019
by Katarina Putnik; Peter R.A. Oeij; Steven Dhondt; Wouter Van Der Torre; Ernest M.M. De Vroome
International Journal of Technology Transfer and Commercialisation (IJTTC), Vol. 16, No. 3, 2019
Abstract: To remain economically viable organisations need to innovate. This survey study examined the role of employee perception of innovation (visibility of results, perceived usefulness, perceived ease of use, and subjective norm), as well as organisational (workplace innovation), and individual characteristics factors (innovative behaviour, risk taking behaviour) in relation to the actual use of innovation by employees (innovation adoption). Managers of 110 Dutch organisations from transport and logistics evaluated the behaviour of their employees. Multiple regressions (path analysis) showed direct relations between workplace innovation, ease of use of innovation and perceived usefulness of innovation on the one hand and innovation adoption on the other. Innovative behaviour has an indirect relation with innovation adoption, via perceived ease of use and perceived usefulness of innovation. The practical implication is that management needs to ensure employee engagement in the process of renewal, if innovation is to be adopted by employees.
Online publication date: Sun, 26-May-2019
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Transfer and Commercialisation (IJTTC):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email firstname.lastname@example.org