This week’s journal article focuses on attribution theory a…

This week’s journal article focuses on attribution theory and how it influences the implementation of innovation technologies.  Two types of employee attributions are noted in the article (intentionality and deceptive intentionality), please review these concepts and answer the following questions: Be sure to use the UC Library for scholarly research. Google Scholar is also a great source for research.  Please be sure that journal articles are peer-reviewed and are published within the last five years. The paper should meet the following requirements:

Attribution theory is a psychological framework that helps explain how individuals interpret and make sense of the behavior of others. It posits that people assign causality to events based on a combination of internal and external factors. This theory has been widely applied in organizational settings, particularly in the study of innovation adoption and implementation.

The journal article under review explores two types of employee attributions that are relevant to the implementation of innovation technologies: intentionality and deceptive intentionality. Intentionality refers to the belief that an employee’s actions are deliberate and purposeful. In the context of innovation implementation, this attribution can influence how employees perceive their own role in the process and their level of commitment to its success. If employees attribute their actions to their own intentionality, they are more likely to actively engage in the implementation process and demonstrate a higher degree of effort and persistence.

Conversely, deceptive intentionality refers to the perception that an employee’s actions are aimed at deceiving or tricking others. In the context of innovation implementation, this attribution can arise when employees believe that their organization’s motives for introducing new technologies are not genuine or when they suspect hidden agendas. This attribution can erode trust and undermine employees’ willingness to support and participate in the implementation process. Employees may become resistant, uncooperative, or even engage in counterproductive behaviors that hinder the successful implementation of innovation technologies.

Understanding these two types of attributions is crucial for organizations seeking to effectively implement innovation technologies. By recognizing the role of intentionality, organizations can foster an environment that encourages employee engagement and commitment. This can be achieved through clear communication and by providing employees with ample opportunities to contribute to the decision-making process. Organizations can also address deceptive intentionality by being transparent and honest in their communication about the objectives and motives behind the implementation of innovation technologies.

To evaluate the impact of these attributions on the implementation of innovation technologies, several questions can be explored. First, how do employees’ attributions of intentionality influence their willingness to engage in the implementation process? Are employees who attribute their actions to their own intentionality more likely to actively contribute and support the implementation of innovation technologies? Second, how does deceptive intentionality impact employees’ attitudes and behaviors towards the implementation process? Are employees who attribute deceptive intentionality to their organization less likely to cooperate and more likely to resist or undermine the implementation efforts?

To address these questions, research studies can be conducted using surveys or interviews to measure employees’ attributions, attitudes, and behaviors related to the implementation of innovation technologies. Longitudinal studies can provide insights into how attributions change over time and how they impact the success of the implementation process. In addition, qualitative studies can be used to gain a deeper understanding of the underlying factors that contribute to different attributions and their consequences for innovation implementation.

In conclusion, attribution theory provides a valuable framework for understanding how employees’ attributions of intentionality and deceptive intentionality can shape their attitudes and behaviors towards the implementation of innovation technologies. By recognizing and addressing these attributions, organizations can enhance employee engagement, commitment, and ultimately, the success of innovation implementation efforts.