In the management economics under the term of the Diffusionstheorie the theoretical concepts of diffusion and the adoption are summarized. The Diffusionstheorie concerns itself with the temporal development of the propagation of innovations in a social system. Starting point of the views is the adoption theory, which describes the factors, which lead to an assumption (adoption) on the individual level or refusal (Rejektion) of an innovation. From the aggregation of individual adoption processes diffusion curves can be derived. They describe the portion of the persons, who already accepted an innovation. The diffusion processes depend product-related in addition, spatial (vgl diffusion research) determinants in duration and intensity on person, environment and, as for example the income of the Nachfrager, the Constraints on information flows and spatial cross-linking on storage mediums.

Generally different stages of the adoption process are differentiated:

• Knowledge, of an innovation experience
• Persuasion, by an innovation in the positive or negative sense to be convinced
• Decision, for or against an innovation decide
• Implementation, the innovation implement
• Confirmation, the innovation decision confirm and continue to use or cancel

The phase of the implementation - which application - only if an innovation exhibits adoption-relevant characteristics, like a high relative advantage, a small complexity, a high compatibility is reached.

Phases

The Knowledge phase

What comes first, the need or the consciousness of an Afterwards with individual innovations is first the problem there (e.g. an illness) and for the solution (cure) is searched. With other innovations first the solution there (e.g. the Festplattenrekorder) is and then the problem is searched (lying about video cassettes). Both innovations can wake needs, and in reverse.

Hassinger says that people notice an innovation rarely, if they see still no need. The people notice an innovation only if them agree as relevantly classified and in addition with the own value conceptions.

Three types give to be satisfied by experiences must.

1. Consciousness, what is the
2. How ton, how it The more complex the innovation, the more value put the people on this point.
3. Fundamental, why it

Pauschalisierte statements about persons those early or late of an innovation experience:

Persons early of an innovation experienced, are

• better trained
• have a higher social status
• are more exposed to the mass media
• have more contact to different persons
• is world-open

Persons early of an innovation experienced, will however not obligatorily also begin this.

Persuasion phase

In this phase a person develops the attitude to the innovation. It can take a positive, indifferent or negative attitude. It does not concern any longer alone rational arguments, on the contrary the belly feeling takes a high value. The person looks now actively for further sources of information. It decides, how it evaluates those again won information.

In this phase are topics how

• relative advantages
• Compatibility
• and complexity

particularly importantly.

The persons develop a conception, how it in the future would be, if they use the innovation for itself. In this phase mass media are too general and the person familiarly increase persons in similar situations.

One the most important question is "“which is the pre and which are the disadvantages of the innovation in my The persons look for the answer to this question usually with Gleichgesinnten.

A positive attitude to the innovation will not lead yet obligatorily to the implementation.

Decision phase

In this phase a person decides on the refusal or acceptance of the innovation. A way the uncertainty over the success of the innovation to eliminate, is to be tested it. Ability persons first in a limited surrounding field an innovation test, increase this the probability of spreading.

In parts it helps, if a Meinungsmacher tests an innovation. A demonstration of the innovation is likewise very helpful.

Also at this point the person can decide again not to use an innovation. There are two types, how an innovation can be rejected:

• Active refusal, the person decides completely consciously against an innovation
• Passive refusal, the innovation was never really interesting. The person forgot it.

Implementation phase

To here the innovation decision-making process ran off completely mentally. The individual or the organization played only if/then situations through. In the implementation phase it changes into an active role. Usually this does not follow after the decision phase, except the innovation is e.g. at short notice available directly.

Still uncertainties exist regarding the innovation and following questions are the center of attention.

• Where I receive the innovation
• As I use the innovation
• I will have which conversion problems

Now information is looked for actively and the task of "“CHANGEs agents"” is it technical aid to be offered. In organizations there is usually several persons with different interests decides. If problems arise, is often worse this therefore in an organization, than with an individual.

The implementation phase can quite take a larger period up. The point can be achieved, where the innovation becomes part of the organization, the routine. The innovation loses the "“innovation character"” and terminates thus the innovation process.

For some persons afterwards still the Confirmation phase is necessary.

Confirmation phase

Empirical studies show that the decision for or against an innovation is often revised. A considerable number of persons looks for also for the decision for an innovation further information, in order to confirm the own decision. Into approximately the same number of persons as those early adopters revises the own decision and hears on the innovation to use.

Persons and organizations try continuously cognitive dissonances by new knowledge to reduce by the own attitude or by actions.

• If a person notices that she has a need and for a solution looks actively. This happens in the Knowledge phase
• If a person of an innovation experiences and takes a positive attitude, but the innovation yet does not use (Cape gap). This condition arrives in the Decision and implementation phase.
• After the person implemented the innovation and it is convinced by external information of the fact that the decision was wrong. This procedure can run also in reverse, the person against an innovation decided and later deliberates themselves.

As a rule it is to be cancelled for the person with difficulty a decision. Often the search for new information also very selectively, in the sense of the own decision will fail.

The organization or the person interrupts the use of an innovation, this happens usually for two reasons.

• Replacement by a new innovation
• Disappointment

Disappointment develops among other things through

• not keeping the expected achievement
• National interferences
• wrong employment

The wrong employment of an innovation is particularly observed with Later adopters. The research shows the fact that "“Abbrecher"” often exhibit a formally deeper education, take a deeper social status and less contact with the "“CHANGEs had agent"”. This corresponds to the opposite of Innovatoren.

The conclusion lies near that innovations with a low relative advantage exhibit a slow spreading, but a high abort rate. In contrast to it innovations with a high relative advantage spread fast and show also deep abort rates.

Literature

• Rogers, Everett M.: Diffusion OF innovation/Everett M. Rogers. - 5. OD. - New York, NY [among other things]: Free press, 2003

Related links

• Diffusion processes of standards
• 4managers.de is the know-how and marketing platform for customers and prospective customers of the ILTIS GmbH

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