Diffusion Of Innovations In Nigerian Workplaces: A Socio-Cultural Examination Of Adoption And Resistance

Abstract

This study evaluates the applicability of Rogers’ Diffusion of Innovations (DOI) theory in Nigerian workplaces by examining how socio-cultural dynamics reshape classical predictors of technology adoption. Drawing on a mixed-methods design—combining quantitative analysis of over 100 organizational adoption records (2018–2023) with qualitative case-study interviews and secondary data from NBS, GSMA, and CBN—the research reveals that cultural legitimacy factors, such as hierarchical authority, trust networks, and kinship-based validation, play a role in organizational adoption and exert a stronger influence on adoption outcomes than core DOI attributes. Regression analysis shows that while perceived relative advantage remains the strongest DOI predictor (β = 0.48), cultural fit and legitimacy mechanisms collectively exert comparable or greater influence on actual adoption behaviour, particularly in public-sector and SME contexts. Case studies of mobile money diffusion and resistance to e-governance systems illustrate how informal trust structures, “Oga” authority dynamics, and hybrid paper-digital practices shape technology uptake. Overall, the findings suggest that adoption in Nigeria is driven less by the intrinsic value of innovations and more by their alignment with cultural norms and workplace power structures. The study proposes a culturally adaptive DOI model that integrates cultural legitimacy as a sixth diffusion dimension. For policymakers and managers, the study recommends designing digital interventions that explicitly embed local authority structures, trust-building mechanisms, and phased hybrid workflows to achieve sustainable adoption.