Seeking knowledge or gaining legitimacy? Role of social networks on new practice adoption by OEM suppliers

Cheng, Hsiang-Lin

doi:10.1016/j.jbusres.2009.09.023

Cited by 44 publications

(41 citation statements)

References 66 publications

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“…The implication for supply chain managers interested in adopting CRM software suggests that the perception of factors such as system quality, ease of use and system reliability are important in implementing or diffusing the software in supply chains. These findings support the innovation adoption diffusion "critical mass" ideas suggested in Gurbaxani [32]; Rogers [62], and in more recent research by Cheng [10], whose use of organizational learning theory suggests adopting CRM is a social/behavioral action to legitimize its use.…”

Section: Discussionsupporting

confidence: 84%

Section: Introductionmentioning

confidence: 99%

“…Only one paper directly dealt with supply chain management and CRM adoption [10]. Cheng [10] compared institutional theory to organizational learning theory in the context of adopting CRM as a social/behavioral action to legitimize its use. While other reasons, including the acquisition of knowledge, were factors in supply chain software acquisition, Cheng's study did not address the linking of CRM adoption to innovation diffusion in the context of supply chain management.…”

Section: Introductionmentioning

confidence: 99%

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Diffusion of innovation: customer relationship management adoption in supply chain organizations

Schniederjans

Cao

2015

Int J Qual Innov

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The successful diffusion of innovations in rapidly changing supply chain technological environments is essential to support operations and supply chain management functions. In this paper we conceptualize and develop a framework for research into the diffusion of innovations in organizations pertaining to software adoption in supply chain management. Incorporating Task-Technology Fit theory with a network externalities model, we develop a novel approach in customer relations management (CRM) software adoption. An empirical study using Partial Least Squares (PLS) on data from US supply chain managers is utilized to confirm the usability of the proposed framework as well as confirming the efficacy of the proposed combined methodological approach suggested in this paper. The results also show the direct and indirect network externalities of system quality, ease of use, system reliability, and authority can moderate the CRM adoption relationship in organizations, suggesting the possibility that other moderating network externality variables may impact CRM adoption.

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Section: Discussionsupporting

confidence: 84%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Diffusion of innovation: customer relationship management adoption in supply chain organizations

Schniederjans

Cao

2015

Int J Qual Innov

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“…In addition, the framings interaction can account for the triggers of the two most popular imitation heuristics -"imitate the majority" and "imitate the successful". The framework helps explain some discrepancies in popular models that have been questioned recently (Cheng, 2010;Kennedy and Fiss, 2009). In particular, it shows why imitation motivations cannot be deduced from the timing of adoption.…”

Section: Concluding Remarks 19mentioning

confidence: 95%

“…Thus, imitation heuristics may lead to the "less-is-more" effect discussed by Gigerenzer (2008). Due to the pervasiveness of imitation, several recent studies have drawn the attention to the need to reconsider and re-assess some well-known models of organizational motivations for adoption of new practices (Cheng, 2010;Kennedy and Fiss, 2009). These studies question DiMaggio and Powell's (1983) model where early adopters aim to build knowledge and later adopters respond to legitimacy pressures and Tolbert and Zucker's (1983) model where early adopters pursue technical gains and later adopters seek the social benefits of legitimacy.…”

Section: Introductionmentioning

confidence: 99%

Interorganizational imitation heuristics arising from cognitive frames

Nikolaeva

2014

Journal of Business Research

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The literature on organizational imitation mostly disregards its cognitive aspect. Yet, imitation is a cognitive heuristic for complex strategic decisions. The current essay draws a unifying framework of different models of imitation through a cognitive lens in the context of innovation adoptions. It describes the interaction of the framing of imitation and the organization's evaluation of an innovation. This interaction of threat and opportunity categorizations results in the use of various combinations of the two most popular imitation heuristics -"imitate the successful" and "imitate the majority" -as managers decide to copy predecessors in order to improve the status quo or to avoid losing it. Since the framings dictate different imitation timings, the speed of innovation diffusion depends on these interactions. However, as different cognitive frames may trigger the same heuristics, generalizations about the adoption motivation based on its timing can be unrealistic. Thus, this study contributes to the organizational learning literature by theorizing that not only past experience, but also social learning is subject to interpretations resulting in the use of different imitation heuristics. It also contributes to the decision-making literature by suggesting that complex decisions such as innovation adoption depend on the employment of imitation heuristics from Gigerenzer's adaptive toolbox.

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Do major customers encourage innovative sustainable development? Empirical evidence from corporate green innovation in China

et al. 2022

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This paper examines the impact of customer concentration on green innovation in Chinese listed firms between 2006 and 2018 through the dynamic panel generalized method of moments regressions. It is reported that major customers positively impact corporate green innovation, indicating that firms have more incentives to engage in innovative green practices to maintain stable relationships with major customers. In addition, the positive relationship between customer concentration and green innovation is more pronounced in state-owned enterprises, firms located in the provinces with a high level of marketization, and after China's new Environmental Protection Law implementation. Moreover, we observe that the positive impact of customer concentration on corporate green innovation is more significant among industrial firms and firms operating in heavily polluting industries. Furthermore, industrial competition is an essential channel for major customers to affect corporate green innovation.

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Seeking knowledge or gaining legitimacy? Role of social networks on new practice adoption by OEM suppliers

Cited by 44 publications

References 66 publications

Diffusion of innovation: customer relationship management adoption in supply chain organizations

Diffusion of innovation: customer relationship management adoption in supply chain organizations

Interorganizational imitation heuristics arising from cognitive frames

Do major customers encourage innovative sustainable development? Empirical evidence from corporate green innovation in China

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