Resistance to Innovation : Its Sources and Manifestations (Hardcover)--by Shaul Oreg [2015 Edition] ISBN: 9780226632605

Every year, about 25,000 new products are introduced in the United States. Most of these products fail—at considerable expense to the companies that produce them. Such failures are typically thought to result from consumers’ resistance to innovation, but marketers have tended to focus instead on consumers who show little resistance, despite these “early adopters” comprising only 20 percent of the consumer population. Shaul Oreg and Jacob Goldenberg bring the insights of marketing and organizational behavior to bear on the attitudes and behaviors of the remaining 80 percent who resist innovation. The authors identify two competing definitions of resistance: In marketing, resistance denotes a reluctance to adopt a worthy new product, or one that offers a clear benefit and carries little or no risk. In the field of organizational behavior, employees are defined as resistant if they are unwilling to implement changes regardless of the reasons behind their reluctance. Seeking to clarify the act of rejecting a new product from the reasons—rational or not—consumers may have for doing so, Oreg and Goldenberg propose a more coherent definition of resistance less encumbered by subjective, context-specific factors and personality traits. The application of this tighter definition makes it possible to disentangle resistance from its sources and ultimately offers a richer understanding of consumers’ underlying motivations. This important research is made clear through the use of many real-life examples. Every year in the United States, about 25,000 new products are introduced to the market. Most of these products fail - at considerable expense to the companies that produce them. Looking into such failures, marketers have tended to focus on why certain consumers show little resistence. However, these early adopters comprise only 20 percent of the consumer population. Shaul Oreg and Jacob Goldenberg bring the insights of marketing and organizational behavior to bear on the attitudes and behaviors of the remaining 80 percent who resist innovation. The authors identify two competing definitions of resistence: In marketing, resistence denotes a reluctance to adopt a worthy new product, or one that offers a clear benefit and carries little or no risk. In the field of organizational behavior, employees are defined as resistant if they are unwilling to implement changes regardless of the reasons behind their reluctance. Using real-life examples and clarifying the act of rejecting a new product from the reasons - rational or not - consumers may have for doing so, Oreg and Goldenberg propose a more coherent definition of resistance less encumbered by subjective, context-specific factors and personality traits. Thus, Resistance to Innovation makes it possible to disentangle resistance from its sources and ultimately offers a richer understanding of consumers' underlying motivations. -- from dust jacket Scholars Estimate That About 80 Percent Of Consumers Aren T Open To Innovation. This Characterization, However, Obscures The Attitudes And Behaviors This Vast Majority Of Consumers. Shaul Oreg, An Expert In Organizational Behavior, And Jacob Goldenberg, An Expert In Marketing Scholarship, Offer A Groundbreaking Perspective On The Characteristics That Actually Contribute To Consumer Behavior In Relation To Innovation And Change.resistance To Innovation Looks At Two Streams Of Resistance: In Marketing, The Reluctance Of Consumers To Adopt New Products; And In Organizational Behavior, The Unwillingness Of Some Employees To Accept New Ideas About Ways Of Doing Things Or To Implement New Technologies And Tools In The Workplace. Crucial To Those Seeking To Introduce Innovations, Whether Marketers Or Employers, Resistance To Innovation Uncovers The Actual Effects Of This Resistance, What Explains It, And What Strategies Might Be Adopted To Overcome It. Contents 6 Introduction 8 Part I : Sources of Resistance 18 Chapter 1. It’s Not the Innovation, It’s the Adopter: Why Some People Are More Likely Than Others to Resist 20 Chapter 2. What’s in It for Me, and What Do I Have to Lose? Practical Reasons for Resisting Innovation 43 Chapter 3. It’s Not What You Introduce, It’s How You Do It: The Process of Innovation Introduction 79 Chapter 4. Where and When Is the Innovation Introduced? The Role of Innovation Context in the Emergence of Resistance 96 Part II : Resistance Manifestations 128 Chapter 5. Lagging: Innovation in Disguise 130 Chapter 6. Resistance and the Dangers of Negative Word of Mouth 149 Chapter 7. The Dual-Market Effect 174 Epilogue 203 Index 208 Every year, about 25,000 new products are introduced in the United States. Most of these products fail - at considerable expense to the companies that produce them. Such failures are typically thought to result from consumers' resistance to innovation, but marketers have tended to focus instead on consumers who show little resistance, despite these 'early adopters' comprising only 20% of the consumer population. Shaul Oreg and Jacob Goldenberg bring the insights of marketing and organisational behaviour to bear on the attitudes and behaviours of the remaining 80% who resist innovation Content: It's not the innovation, it's the adopter: why some people are more likely than others to resist -- What's in it for me, and what do i have to lose? : practical reasons for resisting innovation -- It's not what you introduce, it's how you do it: the process of innovation introduction -- Where and when is the innovation introduced? : the role of innovation context in the emergence of resistance -- Lagging-innovation in disguise -- Resistance and the dangers of negative word of mouth -- The dual market affect. Every year, about 25,000 new products are introduced in the United States. Most of these products fail - at considerable expense to the companies that produce them. This book brings the insights of marketing and organizational behavior to bear on the attitudes and behaviors of the remaining 80 percent who resist innovation.