This study identified incentives and barriers to the diffusion and adoption of an agricultural innovation, the pre-sidedress nitrogen test (PSNT), evaluated technology transfer processes (educational programs), identified strategies and tactics for technology transfer, and profiled adopters and non adopters. A random sample of 220 adopters and nonadopters indicated that economic and technical information as well as change agents' attitudes impacted the adoption decision. Farm management information and economic concepts required to facilitate adoption decisions were absent during the original educational program. Adopters indicated that economic variables, saving money and inexpensive to use, influenced their adoption decision. Both adopters and nonadopters either did not possess or adhere to the prerequisite knowledge and skills in soil sampling to correctly perform the PSNT. When promoting agricultural innovations, educational programs should include economic and technical information. Change agents attitudes, as reported by farmers, were significant in discriminating adopters from nonadopters. Educators must consider and motivate change agents to promote and follow up on an innovation's use. Change agents need to recall and discuss prerequisite information to help farmers relate to the innovation and use it correctly. Holistic and multi-disciplinary approaches are necessary to promote an agricultural innovation.
Sears Canada's corporate goal is clear: to be a great place to shop, work and invest. Since 1997, Organizational Studies (a subsidiary of Carlson Marketing Group) has worked with Sears Canada to validate and align their measurement system with strategy. On a quarterly basis, Sears Canada publishes total performance indicators (TPI), a balanced scorecard containing measures of customer and associate (employee) loyalty as well as traditional ®nancial indicators of corporate performance. By con®rming the relationship between the associate, customer and ®nancial metrics through empirical research, they ensure that their scorecard tracks the measures that matter. Furthermore, by tracking the value of intangible assets, they capture a greater proportion of their overall capital in their measurement system. Their comprehensive scorecard can protect them against short-term thinking encouraged by lagging ®nancial measures alone. Sears Canada's strategic measurement system thus serves as the framework through which their entire management system operates.
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