TY  - JOUR
AB  - Electronic commerce has been recognised as a source of fundamental change to the conduct of business. Exploitation by business of this innovative approach to payments will necessitate wide‐scale adoption of new processes and technologies and may require new thinking on how organizations adopt innovations. Primarily, these innovations will be interactive and inter‐organizational, i.e. a successful cash substitute will require the concurrent participation of many different organizations, as well as consumers. Current theoretical models of adoption may not cater for this type of innovation. This paper compares four diverse pilot implementations of smart‐card payment systems with Rogers’ (1995) attributes of innovations, adoption processes and adoption decision approaches for organizations. In general, Rogers’ models do not reflect the levels of complexity and diversity found in practice. Extensions of the models are proposed.
VL  - 13
IS  - 1
SN  - 0959-3845
DO  - 10.1108/09593840010312753
UR  - https://doi.org/10.1108/09593840010312753
AU  - Elliot Steve
AU  - Loebbecke Claudia
PY  - 2000
Y1  - 2000/01/01
TI  - Interactive, inter‐organizational innovations in electronic commerce
T2  - Information Technology & People
PB  - MCB UP Ltd
SP  - 46
EP  - 67
Y2  - 2024/04/25
ER  -