I thank Tinka Tolsma who collected the data for this study. Furthermore, I thank Henk A. M. Wilke, Corinne S. van der Salm, and Martin F. Kaplan for their helpful comments on this article.
Communication Networks in the Diffusion of an Innovation in an Organization1
Article first published online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 29, Issue 5, pages 1072–1092, May 1999
How to Cite
Weenig, M. W. H. (1999), Communication Networks in the Diffusion of an Innovation in an Organization. Journal of Applied Social Psychology, 29: 1072–1092. doi: 10.1111/j.1559-1816.1999.tb00141.x
- Issue published online: 31 JUL 2006
- Article first published online: 31 JUL 2006
Research on decision-making processes and the diffusion of innovations in organizations has been focused on the influence of formal organizational structures. Since the successful implementation of most innovations requires the cooperation of employees, it is important to investigate how employees' knowledge, opinions, and individual decisions concerning an innovation are influenced by other employees. The present study investigates how information acquisition and adoption decisions of employees are influenced by the quantity and strength of their informal communication ties in the organization, and how strong this influence is in comparison with influence from formal communication sources. Results indicate that formal communication sources contributed more to the process of information diffusion, whereas informal communication sources (especially the employees' strong ties), were more influential on attitudes and adoption intentions.