3.1.1 Stages in the Innovation (Technology)-Decision Process
The Rogers (2003) theory serves as a foundation for this research, where it describes the innovation-decision process. His model consists of a series of actions and choices through which an individual or an organization evaluates a new idea and decides whether or not to incorporate the new idea into ongoing practice Rogers (2003). Rogers (2003) and Zaltman, Duncan and Holbeck (1973) add that the process of technology adoption in organizations has been categorized as a stage-based process. Most of the technology decision process are derive from Rogers (1962) original work.
According to Rogers (2003), the technology-decision process is the process through which an individual (or other decision-making units) passes from first knowledge of a technology, to the forming of an attitude toward the technology, to a decision to adopt or reject or to implement the new idea, and to confirm this decision. Rogers (2003; 1962) diffusion of innovation theory consists of five stages in the innovation-decision process which are; knowledge, persuasion, decision, implementation, and confirmation.
The first stage is the ‘knowledge’ stage. It occurs with the exposure to the technology’s existence. This stage is characterized by the social activity of information-seeking and information-processing. Fundamentally, it revolves around the asking and answering of questions related to the innovation (Rogers, 2003). The knowledge stage commences when an individual becomes aware of the existence of an innovation and acquires some understanding of how it functions (Rogers and Shoemaker, 1971). The prevalent view is that an individual’s actions during this stage can be either active or passive depending on the awareness of a need for the technology. In this stage, there are three types of knowledge that an individual seeks which include:
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1. Awareness-knowledge; 2. How-to-knowledge; and 3. Principles-knowledge.
Awareness knowledge is knowledge that occurs when one learns about of the technology’s existence. How-to-knowledge occurs when the individual wants to obtain information regarding the use of the technology. If the how-to-knowledge is obtained before the next stage and is deemed insufficient, there is a greater possibility of rejection and discontinuance. If the technology is complex, greater amount of how-to-knowledge will be required. Principles-knowledge is the information that deals with the functioning beliefs that support the technology (Rogers, 2003).
The second stage is characterized by the formation of either a favorable or unfavorable attitude toward the technology. Feelings are important in this stage and information is actively sought but selectively processed (Rogers, 2003). From the knowledge stage, if an individual has obtained needed knowledge of the technology and perceived needs of the technology, Rogers (2003) believes that the individual will then seeks for additional information about the innovation to make an adoption decision.
The third stage occurs when a potential adopter engages in activities that lead to adoption or rejection of the technology. The decision to try the technology for a period of time is the norm in this stage and the testing of the technology can be done by the individual or decision making unit. If the innovation shows positive results or advantages the adoption will occur but if the results are negative, rejection will most likely take place (Rogers, 2003).
The fourth stage occurs when the technology is put into practice. During this stage there is uncertainty about the outcomes of the technology and the adopters actively seek information regarding the technology’s practical and technical aspects. The primary focus of adopters in this stage is to use the innovation, evaluate the technology, and either continue to adopt or decide to reject the technology (Rogers, 2003).
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The fifth stage occurs when the decision to adopt or reject an innovation is confirmed. If the initial decision was to adopt and the feedback of information during the implementation stage was positive, then continued adoption occurs. If the feedback of information is negative or if a better technology is developed, discontinuance occurs. During this stage, an individual or group who initially rejected the innovation during the decision stage has the opportunity to make another decision. By evaluating the information that early adopters received the individual or group will become late adopters or continue to reject the technology (Rogers, 2003).
There are some researchers who have modified the stages introduced by Rogers and placed them under different levels and names. Thompson (1965) describes the innovation stages as sequence progressing from initiation to adoption to implementation. Hage and Aiken (1970) describe the stages of innovation adoption into evaluation, initiation, implementation and routinization. Zaltman, Duncan and Holbeck (1973) introduce a six stage process as knowledge, awareness, attitude formation, decision, initial implementation and sustained implementation. Kwon and Zmud (1987) identify the stages of innovation decision are as initiation, adoption, adaptation, acceptance, routinization and infusion. Cooper and Zmud (1990) also mention about an organization that undergoes six stages of technology adoption which are initiation, adoption, adaptation, acceptance, routinization and infusion. Damanpour (1991) find that the stages of innovation decision only function as initiation and implementation. Zhu, Kraemer and Xu (2006) describe stages of innovation decision as initiation, adoption and routinization.
However, Parker and Castleman (2009) indicate that Rogers’s innovation decision process model has a better explanatory poser because it includes a component of social dimension. Furthermore, Rogers’ theory has been popular and replicated in several studies (Hultman 2007). The innovation-decision process was selected in this study for one major reasons which represents the sequential stages of technology adoption and yet provides greater granularity by identifying five stages of technology decision. An advantage of using Rogers’s innovation decision process model is that it “chart a progression of activities during the adoption process” (Seligman, 2006, p. 115)
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