Leadership Products As Innovations In The Context Of Rogers' Diffusion Theory

Abstract

<P>In this study, two implementable leadership products were analogous to innovations, when framed in the context of Rogers' diffusion-of-innovation theory. Thus, the products' respective dissemination patterns were compared and contrasted--quantitatively through purchase numbers, and qualitatively through opinions and events recollected by early users. The case-study approach was central to the investigation, and the results supported the Rogers model with regard to most constructs. The results pertaining to the <I>S-</I>shaped (sigmoidal) prototypical distribution curve, however, were enigmatic. The inverse conformity of sales figures with the <I>S-</I>shaped distribution curve implied that the dissemination process began during the field-testing stage rather than the purchasing stage. The organizational structure of the user institutions (<I>targeted social system </I>construct) conformed to Rogers' theory that autonomy and teamwork characterized management climates where innovation tended to flourish. Field-testers and other early users were <I>opinion leaders</I> as construed by Rogers. The fact that twice as many field tests were conducted for the <I>Case Studies</I> as for the <I>Simulation</I> was likely a factor in the disparate 6:1 ratio of units of <I>Cases </I>sold to units of the <I>Simulation </I>sold for three consecutive years.</P> Other factors possibly accounting for the disparate sales came from the attributes-of-innovation template which framed five generic attributes--compatibility, relative advantage, complexity, trialability, and observability. Both products conformed to the attributes as conceptualized by Rogers. The main difference that influenced the disparate sales was the greater <I>complexity</I> of the <I>Simulation</I> than of the <I>Cases, </I>although cost may have been a <I>compatibility/relative advantage </I>contributory factor. Finally<I>, </I>the study's results indicated that dissemination parameters may have been narrowed by (a)&nbsp;the absence of <I>mass media communication channels </I>as part of the dissemination strategy at the awareness stage, and (b)&nbsp;lack of market research to focus the naming and packaging of the products for optimum <I>compatibility </I>and<I> relative advantage</I>. Researchers and change agencies can use these findings to improve future dissemination strategies and product designs.