Diffusion of New Technologies in the Workplace

Innovations or new technologies can take many forms. Most often the phrase “new technologies” is associated with developments in the computing world such as faster or smaller devices that increase our communication and information sharing. More broadly, technology in the workplace may include new farm equipment and the use of satellites to guide a tractor without a driver plowing a field. Considering technology in this broader sense, various examples can be used to describe the process of adoption and diffusion. Simply put, technology adoption is the choice to use a new intervention for work. Diffusion is the process by which something new spreads throughout a population. Ultimately, until many users adopt a technology it has little impact on our culture and well-being, therefore one of the primary fields of study of diffusion is economics. This entry discusses factors individuals and organizations consider when determining whether to adopt a new technology, how adoption and diffusion of new technology occur in the workplace, and how trainers can influence the rate of adoption.

Adoption requires a need for, or benefit of, using the new technology. When considering adoption, individuals and organizations consider several factors, such as whether it will save time, increase collaboration, support creativity, increase profits, or make an individual or team’s job easier. In short, is it better than existing tools? Other concerns include whether the new technology is easy to use, whether it has been thoroughly tested or is easy to test, and the cost of adoption versus benefits gained.

Everett Rogers popularized the theory on diffusion of innovations. He posits there are five stages of accepting a new innovation:

Early decisions are often based on limited information. The decision to adopt is affected by uncertainty, sunk costs, and ability to delay. An observation about the decision to try is the choice being made is not a choice between adopting and not adopting, but a choice between adopting now or deferring the decision until later when more information is available. The decision to not try often takes the individual back to the second stage, that of gaining additional information, which also allows more time to pass. Once confirmation or adoption occurs, diffusion of the innovation comes through communication in our social systems and through the roles of opinion leaders and change agents who have influence in the organization or society.

The typical diffusion curve is S shaped where initial adoption is slow, then once the technology advantage is recognized, it is adopted quickly by many. Final adoption by the technology averse is slow, as shown in Figure 1. The rate of adoption is the relative speed at which members of a society or organization adopt an innovation.

Figure 1 Diffusion curve

Adoption starts with innovators, those who are intrigued by opportunity and are willing to try a product [Page 199]to determine its usefulness, as shown in Figure 2. They are willing to take risks and like adventure. It does not take much effort to encourage these individuals to try a new technology. Once the new product has been vetted by these innovators and first impressions are shared, early adopters, or organizational and opinion leaders, will make a decision to adopt the technology for broader use. These individuals embrace change or at least recognize a need for change. They need to be convinced of the ease and lack of risk of adoption. Often the perceptions these early adopters share are subjective rather than research based. These early adopters influence the early majority. These individuals are not typically in leadership roles but are the forward-thinking workers. They need evidence that there is benefit of adoption and that it will work. The late majority will come along more slowly and are skeptical of change. Often the late majority will not embrace adoption until there is evidence of proven effectiveness and advantage to adoption. Finally, the laggards are strongly resistant and it may require pressure or policy so they have no choice but to go along. Any diffusion requires a critical mass of adoption before it becomes self-sustaining. Critical mass is the point in time when the number of adopters ensures that continued adoption of the innovation is self-sustaining. To create critical mass may require adoption by a highly respected individual, instinctive desire to use, injecting within a group who will likely use it, sharing positive reactions and benefits. Technology adoption in the United States was heavily studied in the 1990s. In the 21st century, interest and research in adoption became more global and focused on adoption across countries and in developing counties. On a microscale, initial adoption is often by a select few who have the capacity and determination to test these new opportunities and determine their value and benefit. On a macroscale, technology adoption then occurs in technology-rich organizations and diffusion trickles down to those who cannot afford to take the financial risk of trial and error. On a global scale, technology adoption and diffusion occur first in technology-rich countries and diffusion trickles down to underre-sourced countries. Therefore, we have multiple diffusion curves for any unique technology.

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