Computational Model Library

Social and Task Interdependencies in Innovation Implementation (1.0.0)

Abstract from paper: Organizations often adopt, though do not always successfully implement, innovations that require widespread frontline participation to realize their full benefits. To better understand the mechanisms that support or inhibit the implementation of such innovations, we apply constructs from organizational learning theory to the case of implementing innovation in schools, and operationalize those constructs in a computational, agent-based model. Model analysis reveals how the misalignment between an organization’s social network and the task structure of its target innovation can impede frontline implementation, even when the individuals inside the organization have the skill and willingness to implement the innovation’s constituent activities. We find that individual-level improvement before the decision to adopt the innovation can exacerbate this problem by reducing the utilization of tasks needed to support future implementation. We translate our insights into specific propositions about how the work required by the target innovation and an organization’s social network relate to the level of frontline implementation in organizations.

Release Notes

Associated Publications

Forthcoming at the Journal of Public Administration Theory and Research.

This release is out-of-date. The latest version is 1.1.0

Social and Task Interdependencies in Innovation Implementation 1.0.0

Abstract from paper: Organizations often adopt, though do not always successfully implement, innovations that require widespread frontline participation to realize their full benefits. To better understand the mechanisms that support or inhibit the implementation of such innovations, we apply constructs from organizational learning theory to the case of implementing innovation in schools, and operationalize those constructs in a computational, agent-based model. Model analysis reveals how the misalignment between an organization’s social network and the task structure of its target innovation can impede frontline implementation, even when the individuals inside the organization have the skill and willingness to implement the innovation’s constituent activities. We find that individual-level improvement before the decision to adopt the innovation can exacerbate this problem by reducing the utilization of tasks needed to support future implementation. We translate our insights into specific propositions about how the work required by the target innovation and an organization’s social network relate to the level of frontline implementation in organizations.

Version Submitter First published Last modified Status
1.1.0 Spiro Maroulis Tue Mar 4 19:47:22 2014 Tue Feb 20 08:23:27 2018 Published
1.0.0 Spiro Maroulis Tue Jun 4 16:38:44 2013 Tue Feb 20 12:18:29 2018 Published

Discussion

This website uses cookies and Google Analytics to help us track user engagement and improve our site. If you'd like to know more information about what data we collect and why, please see our data privacy policy. If you continue to use this site, you consent to our use of cookies.
Accept