RESISTANCE TO NEW TECHNOLOGY

Resistance to New Technology

Resistance to New Technology

Introduction

Alarge number of innovations have failed in the marketplace despite their advantages to the economy and to firms (e.g. rawford, 1983; Mahajan et al., 2000). One of the major causes for market malfunction of innovations is clientele opposition to discovery (e.g. am, 1989; Ram and Sheth, 1989; Sheth, 1981). The diffusion of numerous new developed goods furthermore encountered resistance from organizational buyers. Alatest item in the Wall Street periodical described tales of firms finding it tough to get their technological innovations adopted by promise organizational customers (Essick, 2005). These new goods were past winners of the Journal's annual expertise discovery Awards. For example, Sun Microsystems, Inc. won the Gold accolade in 2004 for a wireless protocol expertise that can boost the computing speed of supercomputers by up to 100 times. However, the business had a tough time persuading its business customers to accept the new expertise, which can considerably improve the performance of their computers. The frustration with the adversity is echoed in the comments of an accolade winner:

Breaking through the partition of resistance has been a huge dispute, because most persons would rather hold doing things the way they've been done for decades (Essick, 2005).

If it is a dispute for these victors to commercialize their outstanding technologies, imagine how tough it would be for other firms to push their innovations to the market. Back in the 1980s, just-in-time (JIT) production expertise assisted to the success of Japan's better constructing process. But when it was first introduced in the USA, few businesses had incentives to adopt it (Walleigh, 1986).

New developed technologies are intended to improve the output efficiency and/or enhance the merchandise worth of the goal organizational buyers. Such advantages appear to double-check the market achievement of these technologies. However, the genuine tales contradict this naïve expectation. Why do some organizational purchasers oppose innovations that can enhance the presentation of these companies? To address this research question, I develop a robust theoretical framework - i.e. the motivation-threat-ability (MTA) model, which is acclimatized from the motivation-opportunity-ability (MOA) paradigm in the data processing publications (Batra and Ray, 1986; MacInnis et al., 1991). The submission of this theoretical heuristics is founded on two building:

atechnological innovation is vitally new information or information that can be engaged for output or utilisation reasons; and

an organization's conclusion to buy an innovation is an information processing outcome.

Innovation resistance

Innovation opposition is an demonstration of opposition to change, because an discovery determinants alterations in either utilisation or output (Gatignon and Robertson, 1989). altman and Duncan (1977) characterise opposition to change as “any perform that serves to sustain the status quo in the face of force to adjust the status quo” (p. 63). Resistance to change is a natural answer of a human being or an institution to any alterations that disturb the existing equilibrium of living conditions or organizational undertakings (Watson, 1971; Zaltman and Duncan, 1977). As for discovery opposition, it is not an discovery per se that persons oppose but ...