| This dissertation examines how chemical firms have implemented an administrative innovation called the community advisory panel (CAP). CAPs are groups of local citizens assembled by chemical firms to meet monthly with company officials. The chemical industry designed CAPs to regain the public's trust in chemical facilities, and to help chemical companies to improve their environmental performance. The panels are innovative attempts by chemical firms to address concerns raised by people whom their plants directly affect.; The dissertation tests innovation diffusion theory by examining how three chemical companies in one community carry out the CAP innovation. Through in-depth case studies and a survey of CAP members and company officials, the dissertation uncovers the factors that distinguish between two companies that implemented CAPs well and one that carried out its CAP poorly. It then develops an innovation diffusion process model.; The results show that the implementation of an administrative innovation occurs in response to organizational shocks. In addition, the selection of a particular innovation depends on industry-wide fads and fashions. Successful implementation is contingent upon good communication among those carrying out the innovation, successful modification of the innovation, the involvement and commitment of corporate managers, and demonstrable accomplishments. |
