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

In this study, two implementable leadership productswere analogous to innovations, when framed in the contextof Rogers' diffusion-of-innovation theory. Thus, theproducts' respective dissemination patterns were comparedand contrasted--quantitatively through purchase numbers,and qualitatively through opinions and events recollectedby early users. The case-study approach was central tothe investigation, and the results supported the Rogersmodel with regard to most constructs. The resultspertaining to the S-shaped (sigmoidal) prototypicaldistribution curve, however, were enigmatic. The inverseconformity of sales figures with the S-shapeddistribution curve implied that the dissemination processbegan during the field-testing stage rather than thepurchasing stage. The organizational structure of theuser institutions (targeted social system construct)conformed to Rogers' theory that autonomy and teamworkcharacterized management climates where innovation tendedto flourish. Field-testers and other early users wereopinion leaders as construed by Rogers. The factthat twice as many field tests were conducted for theCase Studies as for the Simulation was likelya factor in the disparate 6:1 ratio of units of Casessold to units of the Simulation sold for threeconsecutive years. Other factors possibly accounting for the disparatesales came from the attributes-of-innovation template whichframed five generic attributes--compatibility, relativeadvantage, complexity, trialability, and observability.Both products conformed to the attributes as conceptualizedby Rogers. The main difference that influenced thedisparate sales was the greater complexity of theSimulation than of the Cases, although costmay have been a compatibility/relative advantagecontributory factor. Finally, the study'sresults indicated that dissemination parameters may havebeen narrowed by (a) the absence of mass mediacommunication channels as part of the disseminationstrategy at the awareness stage, and (b) lack ofmarket research to focus the naming and packaging of theproducts for optimum compatibility and relativeadvantage. Researchers and change agencies can usethese findings to improve future dissemination strategiesand product designs.