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values, but is concerned with a deliberate introduction of something new (Larson, 1992). The contemporary approaches to organizational change and innovation focus efforts at developing strategies and tactics that make it possible to plan manage and control the change process (Owens, 1991). Planned change suggests improvement within an organization, whether in its structure, outcomes, performance or climate.

Many of the strategies that are intended to facilitate planned change implementation in the public sector are grounded in innovation and organizational change theory and research. Therefore, to develop a deeper understanding of adoption and implementation process, it is sane to review the existing literature on planned organizational change and innovation. A full review of the extensive body of literature is not possible within the limited scope of this study, but a brief exploration of the theoretical base and of several key models of the change process will be helpful. This section will briefly analyze literature on planned change and innovation, the individual user and the organization, in addition to considering several key models of organizational change, with a particular emphasis on the process of implementing planned change.

A large segment of literature on organizational change and innovation focuses on defining as well as identifying the characteristics of the change and innovation to be implemented. This approach assumes that innovations have properties or attributes that affect their rate of adoption. Understanding the attributes of innovation itself will augur the fate of a particular change (Meyer and Goes, 1988). Rogers(1995) identifies five attributes of innovations including: 1) relative advantage or degree to which an innovation is perceived as being better than the idea it supersedes; 2) compatibility or degree to which an innovation is perceived as consistent with existing values, past experiences, and needs of potential adopters; 3) complexity or the degree to which an innovation is perceived as relatively difficult to understand and use; 4) triability or the degree to which an innovation may be experimented within a limited basis; and 5) observability or the degree to which the results of an innovation are visible to others.

Zaltman and Ducan (1977) argue that like personal understandings of an innovation, perceptions of an innovation's attributes are also individually constructed and, therefore, variable. This is an important point that the way an individual perceives an innovation's characteristics is also predictive of the individual's decision to adopt that innovation (Rogers, 1995). Dearing and Meyer (1994) contend that diffusion is related to an innovation's attributes, as perceived by both the innovator and the potential adopters. They argue that the way the change manager frames communication influences potential adopters' perceptions.

Perceptions of innovations are also influenced by contextual factors. Since innovations are never independent of their environmental context, they must be adapted to the receiving environment or they will be rejected (Ormord, 1992). Rogers (1995) asserts that despite the importance of i本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。