Perceived Innovation Characteristics
|
Relative Advantage |
VR1 |
The use of social media improves exposure to the company’s brand(s) or product(s) |
Rogers (1983)ROGERS, E. M. Diffusion of innovations. New York: Free Press, 1983.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Tan e Thoen (2001)TAN, Y. H.; THOEN, W. Toward a generic model of trust for electronic commerce. International Journal of Electronic Markets, v. 5, n. 2, p. 61-74, 2001.; Teo e Pok (2003)TEO, T. S. H.; POK, S. H. Adoption of WAP-enabled mobile phones among Internet users. The International Journal of Management Science, v. 31, n. 6, p. 483-498, 2003.; Papiers e Clement (2008) |
VR2 |
The incorporation of social media into the company’s business processes differentiates the company from its competitors |
VR3 |
The use of social media produces an increase in company revenues |
VR4 |
The use of social media allows the company to operate in unexplored market niches |
VR5 |
The use of social media improves customer relationships |
VR6 |
The use of social media improves supplier relationships |
VR7 |
The use of social media improves employee relationships |
VR8 |
The use of social media improves the process of hiring new employees |
VR9 |
The use of social media increases the amount of information provided to customers about the products marketed |
Compatibility |
CP1 |
The technology used by social media is compatible with the company’s technological environment |
Rogers (1983)ROGERS, E. M. Diffusion of innovations. New York: Free Press, 1983.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Ilie et al. (2005)ILIE, V. C. et al. Gender differences in perceptions and use communication technologies: A diffusion of innovation approach. Information Resources Management Journal, v. 18, n. 3, p. 13-31, 2005.
|
CP2 |
The use of social media is compatible with the need for speed in the execution of the company’s business process |
CP3 |
The use of social media is compatible with the way employees communicate with people outside the company |
CP4 |
The use of social media in company activities is consistent with the way employees communicate with coworkers |
CP5 |
The use of social media in company activities is compatible with the company’s need for information outside of the work environment |
Observability |
PB1 |
The advantages obtained with the use of social media are widely commented on by the company’s customers |
Rogers (1983)ROGERS, E. M. Diffusion of innovations. New York: Free Press, 1983.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Moore and Benbasat (1991)MOORE, G. C.; BENBASAT, I. Development of an instrument to measure the perceptions of adopting an information technology information. Information Systems Research, v. 2, n. 3, p. 173-191, 1991.
|
PB2 |
The company began to use social media in its business processes because of the results their competitors obtained with this tool |
PB3 |
The results of corporate social media adoption are perceived by customers |
PB4 |
There is confidence in the use of social media in the company’s business processes because of results achieved in company tests using this tool |
Rogers (1983)ROGERS, E. M. Diffusion of innovations. New York: Free Press, 1983.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Moore and Benbasat (1991)MOORE, G. C.; BENBASAT, I. Development of an instrument to measure the perceptions of adopting an information technology information. Information Systems Research, v. 2, n. 3, p. 173-191, 1991.
|
PB5 |
Media coverage on the company’s use of social media promotes confidence in the use of this tool in company activities |
PB6 |
The acceptance of customers, suppliers or employees is visible through the company’s use of social media |
Uncertainty |
IN1 |
The costs of adopting social media in company activities are difficult to measure |
Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.
|
IN2 |
The results obtained from the incorporation of social media into the company’s activities are little known |
IN3 |
Potential security and privacy risks hinder the use of social media in company activities |
IN4 |
There are important legal issues regarding the use of social media that remain unresolved |
IN5 |
There is no guarantee that currently available social media will be available in the future |
IN6 |
The current compatibility with the technological environment necessary for social media adoption may not exist in the future |
IN7 |
The use of social media in the company’s business processes can generate conflicts because of current organizational culture |
Adopter Characteristics
|
Organization Size |
TO1 |
Less than or equal to R$ 2.4 million |
Rogers (1983)ROGERS, E. M. Diffusion of innovations. New York: Free Press, 1983.; Damanpour (1996)DAMANPOUR, F. Organizational complexity and innovation: developing and testing multiple contingency models. Management Science, v. 42, n. 5, p. 693-716, 1996.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Zhu, Kraemer e Xu (2006)ZHU, K.; KRAEMER, K. L.; XU, S. The process of innovation assimilation by firms in different countries: a technology diffusion perspective on e-business. Management Science, v. 52, n. 10, p. 1557-1576, 2006.
|
TO2 |
Greater than R$ 2.4 million and less than or equal to R$ 9 million |
TO3 |
Greater than R$ 9 million and less than or equal to R$ 16 million |
TO4 |
Greater than R$ 16 million and less than or equal to R$ 150 million |
TO5 |
Greater than R$ 150 million and less than or equal to R$ 300 million |
TO6 |
Greater than R$ 300 million and less than or equal to R$ 1 billion |
TO7 |
Greater than R$ 1 billion |
Organizational Structure |
EE1 |
The decision to adopt innovations is always centralized at the company’s highest decision level |
Calantone, Cavusgil e Zhao (2002)CALANTONE, R. J.; CAVUSGIL, S. T.; ZHAO, Y. Learning orientation, firm innovation capability and firm performance. Industrial Marketing Management, v. 31, n. 6, p. 515-524, 2002.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Hult, Ferrell e Hurley (2002)HULT, G. T. M.; FERRELL, O. C.; HURLEY, R. F. Global organizational learning effects on cycle time performance. Journal of Business Research, v. 55, n. 5, p. 377-387, 2002.; Daft (2005)DAFT, R. L. Administration. 6. ed. São Paulo: Thomson, 2005.; Chen e Chang (2012)CHEN, S. T.; CHANG, B. G. The effects of absorptive capacity and decision speed on organizational innovation: a study of organizational structure as an antecedent variable. Contemporary Management Research, v. 8, n. 1, p. 27-50, 2012.
|
EE2 |
The company has a rigid organizational structure |
EE3 |
The decision on how social media are used in the company is centralized at the company’s highest decision level |
EE4 |
The company has several units with different purposes (product, different services, etc.) |
EE5 |
The company has several organizational units, manufacturing plants or geographically distant offices |
EE6 |
The company has more than three managerial levels |
EE7 |
The company has formally established policies and procedures |
EE8 |
The company’s rules and procedures are tightly controlled
|
EE9 |
The company encourages formal relationships between employees at different hierarchical levels
|
Organizational Disposition Innovativeness |
PI1 |
Innovation adoption is necessary for the company’s survival |
Lumpkin e Dess (1996)LUMPKIN, G. T.; DESS, G. G. Clarifying the entrepreneurial orientation construct and linking it to performance. The Academy of Management Review, v. 21, n. 1, p. 135-72, 1996.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Carayannis e Provance (2008)CARAYANNIS, E. G.; PROVANCE, M. Measuring firm innovativeness: toward a composite innovation index built on firm innovative posture, propensity and performance attributes. International Journal of innovation and Regional Development, v. 1, n. 1, p. 90-107, 2008.
|
PI2 |
Suggestions made by employees or clients are readily accepted by the management |
PI3 |
The company invests in employee training to produce creative solutions for business processes |
PI4 |
The company often seeks innovative ideas to apply to its activities |
PI5 |
The company’s culture constantly seeks to innovate |
Environmental Influences
|
Competitive Pressures |
PC1 |
The products marketed by the company are similar to others on the market |
Porter (2001)PORTER, M. Strategy and the internet. Harvard Business Review, v. 79, n. 3, p. 63-78, 2001.; Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Zhu (2004)ZHU, K. Information transparency of business-to-business electronic markets: a game-theoretic analysis. Management Science, v. 50, n. 5, p. 670-685, 2004.; Zhu, Kraemer e Xu (2006)ZHU, K.; KRAEMER, K. L.; XU, S. The process of innovation assimilation by firms in different countries: a technology diffusion perspective on e-business. Management Science, v. 52, n. 10, p. 1557-1576, 2006.; Tapscott e Willians (2007)TAPSCOTT, D.; WILLIAMS, A. D. Wikinomics. Rio de Janeiro: Nova Fronteira, 2007.; |
PC2 |
There are many competitors in the industry in which the company operates |
PC3 |
There is great competition to sell products at a lower price than competitors in the market in which the company operates |
PC4 |
There is great competition to have a better quality product than competitors in the market in which the company operates |
PC5 |
There is great competition to have a larger variety of products than competitors in the market in which the company operates |
PC6 |
There is great competition to offer better after-sales service than competitors in the market in which the company operates |
PC7 |
The tools that the company makes available on the Internet are a differentiating factor between companies in the company’s segment |
Network Externalities |
ER1 |
The company began to use social media that its competitors were using |
Frambach e Schillewaert (2002)FRAMBACH, R. T.; SCHILLEWAERT, N. Organizational innovation adoption: A multi-level framework of determinants and opportunities for future research. Journal of Business Research, v. 55, p. 163-176, 2002.; Pindyck e Rubinfeld (2005)PINDYCK, R. S.; RUBINFELD, D. L. Microeconomia. 6. ed. São Paulo: Prentice Hall, 2005.; Ratten and Ratten (2007)RATTEN, V.; RATTEN, H. Social cognitive theory in technological innovations. European Journal of Innovation Management, v. 10, n. 1, p. 90-108, 2007.
|
ER2 |
The company began to use social media that its customers were using |
ER3 |
The company began to use social media that its suppliers were using |
ER4 |
The company began to use social media that its employees were using |