{'fraction_non_alphanumeric': 0.0234375, 'fraction_numerical': 0.0, 'mean_word_length': 6.233870967741935, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Innovation Type, Radicalness, and the Adoption Process

Contrary to certain previous assertions that the results of innovation research are inconsistent, a review of studies of the impact of organizational factors on the adoption of innovations along three dimensions (innovation type, innovation radicalness, and stages of adoption) suggests that, when categories within each dimension are distinguished, a considerable agreement in research results is evidenced. Based on an analysis of the interaction among these dimensions, the development of realistic theories of innovation adoption in organizations is possible if future studies: (a) systematically differentiate among the dimensions, (b) recognize differences between types of organizations with respect to innovation, and (c) consider the adoption of innovations within the larger concept of organizational effectiveness or performance.