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dc.contributor.authorGibbons, Deborah E.
dc.date.accessioned2015-08-14T23:07:53Z
dc.date.available2015-08-14T23:07:53Z
dc.date.issued2004-12
dc.identifier.citationAcademy of Management Journal, 2004, Vol. 47, No. 6, 938–951.en_US
dc.identifier.urihttp://hdl.handle.net/10945/46065
dc.description.abstractComputational modeling simulated innovation diffusion through six prototypical interregional network structures and two distributions of partnering tendencies in dynamic organizational fields. Compared to regional constraints, connections among all geographic regions decreased clearly beneficial innovation diffusion (a low-threshold adoption model) but increased ambiguous innovation diffusion (a social influence model). Compared with uniform partnering tendencies, normally distributed partnering tendencies increased diffusion of ambiguous innovations. Overall, local and interregional network structures interacted with the observability of an innovation’s benefits to determine diffusion.en_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.titleNetwork Structure and Innovation Ambiguity Effects on Diffusion in Dynamic Organizational Fieldsen_US
dc.typeArticleen_US
dc.contributor.departmentGraduate School of Business & Public Policy (GSBPP)en_US


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