Editing Diffusion of innovations (section)

===Characteristics of organizations===
Organizations face more complex adoption possibilities because organizations are both the aggregate of its individuals and its own system with a set of procedures and norms.<ref>{{cite journal |last1=Greenhalgh |first1=T. |last2=Robert |first2=G. |last3=Macfarlane |first3=F. |last4=Bate |first4=P. |last5=Kyriakidou |first5=O. |year=2004 |title=Diffusion of Innovations in Service Organizations: Systematic Review and Recommendations |journal=The Milbank Quarterly |volume=82 |issue=4 |pages=607–610 |doi=10.1111/j.0887-378x.2004.00325.x|pmid=15595944 |pmc=2690184 }}</ref> Three organizational characteristics match well with the individual characteristics above: tension for change (motivation and ability), innovation-system fit (compatibility), and assessment of implications (observability). Organizations can feel pressured by a tension for change. If the organization's situation is untenable, it will be motivated to adopt an innovation to change its fortunes. This tension often plays out among its individual members. Innovations that match the organization's pre-existing system require fewer coincidental changes and are easy to assess and more likely to be adopted.<ref>{{cite journal|last1=Gustafson|first1=DH|last2=F Sanfort|first2=M|last3=Eichler|first3=M|last4=ADams|first4=L|last5=Bisognano|first5=M|last6=Steudel|first6=H|title=Developing and Testing a Model to Predict Outcomes of Organizational Change|journal=Health Services Research|date=2003|volume=38|issue=2|pages=751–776|doi=10.1111/1475-6773.00143|pmid=12785571|pmc=1360903}}</ref> The wider environment of the organization, often an industry, community, or economy, exerts pressures on the organization, too. Where an innovation is diffusing through the organization's environment for any reason, the organization is more likely to adopt it.<ref name="Meyer 1988" /> Innovations that are intentionally spread, including by political mandate or directive, are also likely to diffuse quickly.<ref>{{cite journal|last1=Øvretveit|first1=J|last2=Bate|first2=P|last3=Cleary|first3=P|last4=Cretin|first4=S|last5=Gustafson|first5=D|last6=McInnes|first6=K|last7=McLeod|first7=H|last8=Molfenter|first8=T|last9=Plsek|first9=P|last10=Robert|first10=G|last11=Shortell|first11=S|last12=Wilson|first12=T|title=Quality Collaboratives: Lessons from Research|journal=Quality and Safety in Health Care|date=2002|volume=11|issue=4|pages=345–51|doi=10.1136/qhc.11.4.345|pmid=12468695|pmc=1757995}}</ref><ref>{{cite journal|last1=Exworthy|first1=M|last2=Berney|first2=L|last3=Powell|first3=M|title=How Great Expectations in Westminster May Be Dashed Locally: The Local Implementation of National Policy on Health Inequalities|journal=Policy & Politics|date=2003|volume=30|issue=1|pages=79–96|doi=10.1332/0305573022501584}}</ref>

h individual decisions where behavioral models (e.g. [[Technology acceptance model|TAM]] and [[Unified theory of acceptance and use of technology|UTAUT]]) can be used to complement the diffusion framework and reveal further details, these models are not directly applicable to organizational decisions. However, research suggested that simple behavioral models can still be used as a good predictor of organizational technology adoption when proper initial screening procedures are introduced.<ref name="Li2020">Li, Jerry  (2020), [https://www.researchgate.net/publication/340777210 "Blockchain technology adoption: Examining the Fundamental Drivers"], ''Proceedings of the 2nd International Conference on Management Science and Industrial Engineering'', ACM Publication, April 2020, pp. 253–260. {{doi|10.1145/3396743.3396750}}</ref>