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dc.contributor.authorNault, Barrie R
dc.contributor.authorDexter, Albert S.
dc.contributor.authorWolfe, Richard A.
dc.date.accessioned2015-06-16T17:44:20Z
dc.date.available2015-06-16T17:44:20Z
dc.date.issued1997-11
dc.identifier.citationNault, B.R., R. Wolfe and A.S. Dexter, "Support Strategies to Foster Adoption of Interorganizational Innovations", IEEE Transactions on Engineering Management, 44, 4 (November 1997) 378-389.en_US
dc.identifier.issn0018-9391
dc.identifier.urihttp://hdl.handle.net/1880/50476
dc.description*IEEE: post author accepted version to DSpace but PDF copy must have following notices inserted on it: “© © 20xx IEEE. Personal use of this material is permitted. Permission from IEEE must be obtained for all other uses, in any current or future media, including reprinting/republishing this material for advertising or promotional purposes, creating new collective works, for resale or redistribution to servers or lists, or reuse of any copyrighted component of this work in other works.” Record must include above statement, publication date and full citation with DOI 10.1109/17.649868 Policy: http://www.ieee.org/publications_standards/publications/rights/rights_policies.html. Article deposited according to Publisher's policy 06/12/2015en_US
dc.description.abstractThe authors develop strategies that suppliers can use to foster the adoption of interorganizational information systems innovations, The strategies focus on adoption support to overcome innovation adoption barriers, accounting for the effect of the innovation on ongoing supplier-customer transactions. Modeling a dimension of the customer (organizational innovativeness) and a dimension of the innovation (radicalness) they derive optimal supplier strategies for when the supplier can differentiate individual customer innovativeness and when it cannot. In the former case, knowledge of individual customer innovativeness results in a triage model-some customers adopt without support, some require support to adopt, and some do not adopt and should not be supported. A lack of knowledge of customer innovativeness results in an undifferentiated strategy directed at all customers. Knowledge of customer innovativeness increases overall adoption and supplier profits and lowers adoption support to those customers that receive support in both casesen_US
dc.language.isoenen_US
dc.publisherIEEEen_US
dc.subjectChange managementen_US
dc.subjectinterorganizational information systemsen_US
dc.subjectinterorganizational innovations adoptionen_US
dc.subjectorganizational innovativenessen_US
dc.subjecttechnology adoption fostering strategiesen_US
dc.subjecttriage modelen_US
dc.titleSupport Strategies to Foster Adoption of Interorganizational Innovationsen_US
dc.typejournal article
dc.description.refereedYesen_US
dc.publisher.urlhttps://www.ieee.org/index.htmlen_US
dc.publisher.corporateUniversity of Calgaryen_US
dc.publisher.facultyHaskayne School of Businessen_US
dc.publisher.departmentManagement Information Systemsen_US
dc.publisher.institutionUinversity of Calgaryen_US
dc.identifier.doi10.1109/17.649868
dc.identifier.doihttp://dx.doi.org/10.11575/PRISM/33955
thesis.degree.disciplineManagement Information Systemsen_US


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