The role of manager influence strategies and innovation attributes in innovation implementation

Abstract

Purpose The purpose of this paper is to examine the impact of manager influence strategies and innovation attributes on employee attitudes and behaviors in innovation implementation. Design/methodology/approach Employees (n=237) in a manufacturing company in Taiwan which implemented an e-learning system participated in an online survey. System logs were used as behavioral outcome variables. Findings Persuasive strategy and relative advantage had a significant positive association with attitudes while relationship-based strategy and complexity had a significant negative association with attitudes. Assertive strategy and relative advantage had a significant positive association with use of the e-learning system, while persuasive strategy, relationship-based strategy, and complexity had a significant negative association with use of the e-learning system. Both relative advantage and complexity mediated the relationship between persuasive strategy and employee attitudes and behaviors. Complexity mediated the relationship between relationship-based strategy and employee attitudes and behaviors. Practical implications Managers should use persuasive strategy to inform employees regarding the benefits of the innovation and provide any assistance needed. Managers should be advised to not use relationship-based strategy as it can have an adverse employee impact. Originality/value The mediation model uses the diffusion of innovations model and the influence tactics literature to help explain the benefits of certain managerial practices.