Adoption of an Intranet Performance Reporting System
3
displayed in text and graphic formats. The system features tables and drop-down menus for easy
entry of both quantitative and qualitative data. The software is designed to capture program
planning and reporting data entered by agents and specialists.
Passwords were distributed in October 2000 to 216 central and field staff members, who
were asked to post their plans for the year. By midyear 2001, 152 users out of the original group
(70 percent) accessed the system. Meanwhile, extensive training programs were undertaken to
answer questions. Additional people were added so that all 300+ professional staff members
were involved by the time this investigation took place in October 2001.
Cooperative Extension administrators recognized early in the implementation of e-Power
that the system must be accepted and understood by users. This study was undertaken for
Cooperative Extension to measure the response to the system 1 year after its introduction. The
study also provided an opportunity to examine how a technological change is adopted by a
complex organization.
THEORETICAL FOUNDATIONS
To investigate acceptance of the Cooperative Extension’s e-Power system, this study
adapted Everett Rogers’ model of the adoption process based upon his extensive work on the
diffusion of innovations (Rogers, 1961, 1983, 1995; Rogers & Shoemaker, 1971). The Rogers’
model is a widely recognized framework for examining and explaining the process of change. In
recent years, Rogers has focused particularly on the adoption of computer technology (Rogers,
1995).
According to Rogers (1995), an innovation is an idea, practice or object that is
perceived as new by an individual or other unit of adoption. However, an innovation also can be
Convention