An examination of the variables associated with the adoption of a computerized innovation (an operating room simulation model).
The purpose of this study was to describe the variables that influenced senior staff to decide to adopt (or reject) a computerized innovation (Operating Room Simulation Model) and to describe the decision process at four hospitals. Rogers' Innovation-Decision Process Model (1983) and Model of the Innovation Process in Organizations (1983) formed the conceptual framework for this study. Five specific variables (relevant advantage, compatibility, complexity, trialability, observability), that were shown in the literature to increase the probability of an innovation to be adopted, were investigated. The results of this study indicated that there was a match between relevant advantage and adoption and no match between compatibility and adoption. There were insufficient data to determine if a match existed between complexity, trialability and observability with adoption of the Model. The links between the organizational variables (agenda setting, matching, decision) and adoption of the OR Simulation Model were not conclusive.
Podolak
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Ernst & Young, Vancouver, British Columbia, Canada. Irene.Podolak@ca.eyi.com
D001292:Attitude to Computers; D002170:Canada; D003198:Computer Simulation; D003659:Decision Making, Organizational; D006801:Humans; D017146:Models, Organizational; D009718:Nurse Administrators; D009873:Operating Rooms / Q000458:organization & administration*; D009936:Organizational Innovation; D010561:Personnel Staffing and Scheduling; D010564:Personnel, Hospital; D000078329:Workforce