Main content

Influence Of Perceived Risk On Core Innovation: The Role Of Social Influence In Managing Uncertainty

Show simple item record

dc.contributor.advisor Towhidul, Islam
dc.contributor.advisor Noseworthy, Theodore Xu, Fangzhou 2014-04-11T12:58:05Z 2014-04-11T12:58:05Z 2014-04 2014-04-08 2014-04-11
dc.description.abstract This paper attempts to investigate how the nature of innovative product attributes can affect consumer innovation adoptions. Specifically, we are interested in how and to what extent peer effects can influence this process. By operationalizing core innovation through changes of core product attributes as extreme incongruity, this research used an experiment design to predict product evaluations and time of adoptions for innovations. A total of 159 participants on-line surveys were collected concerning participants’ responses to the bike products, that differed in the changes of novel attributes. According to the results, participants evaluated innovative products with peripheral novel attributes more favourably and intended to adopt earlier than products with core novel attributes. More importantly, social network influence was reported to moderate such influence through the mediation of perceived risk. Based on the research findings, theoretical and managerial implications of this research are discussed. Limitations and future research directions are also acknowledged. en_US
dc.language.iso en en_US
dc.subject innovation en_US
dc.subject social network en_US
dc.subject schema congruity en_US
dc.subject time of adoption en_US
dc.subject perceived risk en_US
dc.title Influence Of Perceived Risk On Core Innovation: The Role Of Social Influence In Managing Uncertainty en_US
dc.type Thesis en_US Marketing and Consumer Studies en_US Master of Science en_US Department of Marketing and Consumer Studies en_US
dc.rights.license All items in the Atrium are protected by copyright with all rights reserved unless otherwise indicated.

Files in this item

Files Size Format View
Xu_Fangzhou_201404_MSc.pdf 1.692Mb PDF View/Open

This item appears in the following Collection(s)

Show simple item record