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Organizational Innovation and Performance: The Problem of "Organizational Lag"

Fariborz Damanpour and William M. Evan
Administrative Science Quarterly
Vol. 29, No. 3 (Sep., 1984), pp. 392-409
DOI: 10.2307/2393031
Stable URL: http://www.jstor.org/stable/2393031
Page Count: 18
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Organizational Innovation and Performance: The Problem of "Organizational Lag"
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Abstract

The organizational lag model, which postulates that a discrepancy exists between the rates of adoption of technical and administrative innovations, is applied to study the impact of adoption of types of innovation on organizational performance. Four hypotheses were derived from this model and were tested in a sample of 85 public libraries. It was found that: (1) libraries adopt technical innovations at a faster rate than administrative innovations; (2) administrative and technical innovations have a higher correlation in high-performance organizations than in low-performance organizations; (3) the degree of organizational lag is inversely related to organizational performance; and (4) the adoption of administrative innovations tends to trigger the adoption of technical innovations more readily than the reverse.

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