This study examines the processes of complex innovation adoption in an interorganizational system. It distinguishes the innovation adoption mechanisms of organizational-decision-makers (ODMs), who make authority adoption decisions on behalf of an organization, from individual-decision-makers (IDMs), who make optional innovation decisions in their own work practice. Drawing on the Theory of Reasoned Action and Social Information Processing Theory, we propose and test a theoretical model of interorganizational social influence. We surveyed government health-care workers, whose advice networks mostly span organizational boundaries, across 1,849 state health agencies in Bihar, India. The collective attitudes of coworkers and advice network members influence health-care workers’ attitudes and perceptions of social norms toward four types of innovations. However, individuals’ decision-making authority moderates these relationships; advisors’ attitudes have a greater influence on ODMs, while perceptions of social norms only influence IDMs. Notably, heterogeneity of advisors’ and coworkers’ attitudes negatively influence IDMs’ evaluations of innovations but not ODMs’.

中文翻译：

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跨组织系统中的组织和个人创新决策：社会影响和决策权威

本研究考察了在组织间系统中采用复杂创新的过程。它区分了代表组织做出权威采用决策的组织决策者 (ODM) 的创新采用机制，以及在自己的工作实践中做出可选创新决策的个人决策者 (IDM)。借鉴理性行动理论和社会信息处理理论，我们提出并测试了组织间社会影响的理论模型。我们调查了印度比哈尔邦 1,849 个州卫生机构的政府卫生保健工作者，他们的建议网络大多跨越组织界限。同事和咨询网络成员的集体态度影响卫生保健工作者对四种创新类型的社会规范的态度和看法。然而，个人的决策权会调节这些关系；顾问的态度对 ODM 的影响更大，而对社会规范的看法只影响 IDM。值得注意的是，顾问和同事态度的异质性对 IDM 对创新的评估产生负面影响，但对 ODM 没有负面影响。