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Administration & Society, Vol. 12, No. 2, 158-177 (1980)
DOI: 10.1177/009539978001200203

Chief Executive Support and Innovation adoption

James L. Perry

University of California, Irvine

Kenneth L. Kraemer

University of California, Irvine

This article tests a model of the influence of chief executive support on innovation outcomes in local government organizations. Propositions taken from the literature are causally ordered and tested using path analysis. The model is weakly supported by the analysis. Several explanations are offered for the results.


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