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Diffusion and Adoption of Innovations for Sustainability

Diffusion and Adoption of Innovations for Sustainability

Helen E. Muga, Ken D. Thomas
Copyright: © 2014 |Pages: 16
ISBN13: 9781466648524|ISBN10: 146664852X|EISBN13: 9781466648531
DOI: 10.4018/978-1-4666-4852-4.ch010
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MLA

Muga, Helen E., and Ken D. Thomas. "Diffusion and Adoption of Innovations for Sustainability." Sustainable Practices: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2014, pp. 185-200. https://doi.org/10.4018/978-1-4666-4852-4.ch010

APA

Muga, H. E. & Thomas, K. D. (2014). Diffusion and Adoption of Innovations for Sustainability. In I. Management Association (Ed.), Sustainable Practices: Concepts, Methodologies, Tools, and Applications (pp. 185-200). IGI Global. https://doi.org/10.4018/978-1-4666-4852-4.ch010

Chicago

Muga, Helen E., and Ken D. Thomas. "Diffusion and Adoption of Innovations for Sustainability." In Sustainable Practices: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 185-200. Hershey, PA: IGI Global, 2014. https://doi.org/10.4018/978-1-4666-4852-4.ch010

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Abstract

The primary focus of this chapter is on the theory and concepts of sustainability and why they are important to innovation and vice-versa. Key reductionist approaches to assessing sustainability such life cycle assessment (LCA), life cycle cost analysis (LCCA), and sustainability indicators are discussed in detail and applied to an engineering infrastructure scenario. The integrated sustainability methods of life cycle assessment and life cycle cost analysis enable a business to assess alternative products or processes at the planning and design stages. They may also be used during the production stages to assess whether a business needs to use a different raw material to make their products. The role of management, social network analysis, and mental models of individuals in the diffusion and adoption of innovations are also explored.

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