REVIEW OF ATTRIBUTION THEORY
Introduction
In the past time, the world has been on the move to understand how to relate with each other. Today is not different from the past, everyone must first understand the behavior of those you are relating with. Though the behavioral patterns are different, there is a need to study and understand these patterns. Normally, the behavior displayed influences the way of living among the people in society. In the business world, different behaviors are reflected which affect the activities in the business. Therefore, the study of how employees behave and how it affects the running of the business is known as attribution theory. This paper expounds more concerning attribution theory and its impact on innovation and technological advancements.
Innovation behavior
For every place to change and advance in growth, there is a need for that environment to allow new developments and innovations. In the business world, there are various developments and new modes of performing in the productions of goods and services. To understand how the behavior of employees affects innovations we need to understand various meanings for further understanding (Nijssen, Schepers, and Belanche, 2016). Innovation is described as the ability to develop a new product in any environment. Implementation is the affirming of the word into action or law. Innovation effectiveness is another key term that describes the most advanced and more cost-effective innovation. Creativity has been the foundation for effective innovations worldwide.
For every business to cope up with effective productivity and to be outstanding in the market, the businesses need to move with the trend in the world. Organizational innovation has been spearheaded mostly by the employees. This mostly occurs when employee behavior has been well understood. The employee behavior for the organization is mainly categorized into two; acceptance and resistance. These behaviors are dependent on either constructive intentionality and deceptive intentionality (Kim, and Chung, 2017). There is also an implementation behavior that causes various behaviors. First is passive implementation, active, and avoidance implementation. These implementation behavior result in different outcomes in organizational innovation.
Implementation behavior
The innovation implementation behavior is based on the engagement level of employees to ascertain their effect on organizational innovations. An active implementation may be defined as the spontaneous and liberal employee engagement in innovation. The active implementation is a high-level engagement behavior. It’s also described as a positive extra-role behavior that creates a great environment for innovation to develop. This behavior exhibits employees who are self-motivated and open to new trends that enhance innovation (Svirina, Zabbarova, and Oganisjana, 2016). The second behavior is passive implementation behavior. The passive innovation implementation behavior exhibits an employee that is quite unsatisfied and murmurs very frequently. These behavioral traits are quite irrational and hinder an innovative mind to flourish or any creativity to be birthed forth. Lastly is the implementation avoidance form of implementation. This is a passive form of innovation implementation that workers deviate and avoid innovation and the creative mind is hindered.
Attribution
The workers are not all the same, this is a very great thing to increase the range of ideas that may be created. The environment created is either constructive intentions or either the deceptive intentions. The constructive intention is characterized with the employees having inner morale for doing and creating forth. The employee is result-oriented and is they are visionary and this trait promotes the employees and the organization. The deceptive form is always a self-oriented mind, being a manipulative and political form of the environment (Alsolami, Cheng, and Twalh, 2016). The managerial fight for power and abuse their workers to serve beyond their job specifications. The constructive intentionality when adopted, the workers find a good enabling environment to work through. These enabling environment prevents avoidance behavior and also increases innovation effectiveness.
References
Nijssen, E. J., Schepers, J. J., & Belanche, D. (2016). Why did they do it? How customers’ self-service technology introduction attributions affect the customer-provider relationship. Journal of Service Management.
Kim, J. S., & Chung, G. H. (2017). Implementing innovations within organizations: A systematic review and research agenda. Innovation, 19(3), 372-399.
Svirina, A., Zabbarova, A., & Oganisjana, K. (2016). Implementing open innovation concept in social business. Journal of open innovation: Technology, market, and Complexity, 2(4), 20.
Alsolami, H. A., Cheng, K. T. G., & Twalh, A. A. M. I. (2016). Revisiting Innovation Leadership. Open Journal of Leadership, 5(2), 31-38.