Organizational Motivations in the Adoption of Innovations: The Case of E-Government
Wayne State University
affiliation not provided to SSRN
September 1, 2008
This article examines the organizational motivations underlying innovation. While attention to motivation played a role in early theorizing on organizational innovation, the phenomenon is
understudied empirically. A clearer understanding of the relative importance of differing organizational motivations can illuminate why public organizations adopting innovative strategies and programs often fail to replicate the benefits of earlier implementations. We draw on organizational and political theory to identify varying organizational dynamics that may lead
to adoption of new practices. Specifically, we theorize that organizational motivations may relate to efficiency concerns, to management of internal bureaucratic politics and external demands, or to the search for legitimacy vis-à-vis peer organizations. We test hypotheses based on each of
these accounts employing data on the timing and breadth of e-government innovations by American municipalities between 1994 and 2003. Our findings suggest that externally oriented
motivations appear more influential than internal factors such as bureaucratic politics. This suggests that over the long run the evolution of e-governance may make local governments more responsive to external constituencies if barriers to change may be overcome.
Number of Pages in PDF File: 42
Keywords: E-Government, organizational motications, innovationworking papers series
Date posted: December 2, 2009
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo3 in 0.375 seconds