Attribution theory
Innovation is closely associated with the progress and survival of companies in a highly dynamic and aggressive business setting. Studies have broadly researched employee innovation adoption, although, it is considered a fairly automatic process. The implementation process of advanced technologies is important for firm success. Attribution theory explains why people are endlessly looking for explanations to events they encounter. Various studies explain the likelihood and attribute reasons for employees to accept changes in technology at the office. This paper sheds light on the attribution theory and how it influences the implementation of innovative technologies. Employee attributions whether constructive or deceptive on the probability to accept change are also discussed. Innovation technologies adoption and ease of implementation are imperative factors for the success of firms.
Attribution theory
Attribution theory explores the practice by which human beings associate cause events and outcomes experienced. Attribution theory is a major tool used by firms to study employee adaptability to changes at the firm, growth, and success. Employee reaction and adaptability to changes in a firm are of major importance to employers. Positive reactions to innovation are widely linked to desirable organizational outcomes. On the other hand, negative reactions may result in unwanted outcomes such as reduced productivity, low job satisfaction, and tension. Behavior is a mental mechanism involving attribution and reaction. Managers using this knowledge successfully implement innovative strategies for organizations.
Constructive intentionality and deceptive intentionality are concepts that are prevalent in an individual’s life. Constructive intentionality incorporates basic mental concepts of trust, awareness, and yearning. Constructive intentionality attribution is where employees desire to adopt new technologies at work. Motivation and ability are factors pushing the employee to accept innovative technology. These are the internal factors influencing the employees. Intentional attributions have a positive outcome where employees are productive and are satisfied.
Deceptive intentionality is when an association with an event is wrong. Employees make wrong inferences to work events. Poor job review can be due to poor management whereas an employee attributes it to lack of motivation. Employees act on self-serving interests associating success to personal reasons, and failure to external and unrestrained factors. Managers excluding employees in the implementation of innovative technologies may lead to d failure of the process. Employees’ future expectations may lead to him or her having false anticipations even when a firm is at the brink of collapse. Deceptive intentions lead to negative outcomes and organization failure.
Conclusion
Employee behavior is an important factor when implementing innovative technologies. The ease of adoption of these strategies is crucial to growth and success. Attributing employee behavior to the definite inference helps when implementing the strategies. Attribution theory expounds on how precise and unfitting inferences affect organization performances. Constructive intentionality and deceptive intentionality are important tools for managers when concluding behavior. Employee’s attribution of events to internal and external factors is a major factor in the success of innovation technologies. Managers and scholars have mostly explored constructive intentionality and positive outcomes, this implores for more research to be conducted on deceptive intentionality. Attribution theory is an important tool to help study employee behavior and the likelihood to adopt innovative technologies.