Yuta J. Masuda

Innovation diffusion within large environmental NGOs through informal network agents

The Sustainable Development Goals present opportunities for environmental non-governmental organizations (ENGOs) to address new challenges. Such innovation requires dynamism and adaptability that large ENGOs may lack, and flatter organizational structures common to large ENGOs may limit the efficacy of top-down diffusion of innovative ideas or approaches. Instead, diffusion may occur through informal networks. We conducted a network experiment to estimate the role of informal boundary spanners—individuals who cross internal organizational boundaries (for example, departmental or geographic) via their informal social networks—for diffusing innovations in a large ENGO. We find they are four times more likely to diffuse innovations than non-boundary spanners, although organizational positions (for example, formal organizational hierarchy) can moderate this behaviour. We also find evidence they play a role in changing attitudes in favour of the innovation. These findings highlight how informal boundary spanners can drive organization-wide diffusion of innovations in ENGOs to strengthen capacity to address pressing sustainability challenges.A network experiment in a major environmental NGO finds that the diffusion of innovation is four times more likely when information regarding novel practices is targeted to staff members who participate in a greater number, and a more diverse set, of projects.

Knowledge diffusion within a large conservation organization and beyond

The spread and uptake of new ideas (diffusion of innovations) is critical for organizations to adapt over time, but there is little evidence of how this happens within organizations and to their broader community. To address this, we analyzed how individuals accessed information about a recent science innovation at a large, international, biodiversity conservation non-profit–The Nature Conservancy–and then traced the flow of how this information was shared within the organization and externally, drawing on an exceptionally data-rich environment. We used surveys and tracking of individual internet activity to understand mechanisms for early-stage diffusion (knowledge seeking and sharing) following the integration of social science and evidence principles into the institutional planning framework: Conservation by Design (CbD 2.0). Communications sent to all employees effectively catalyzed 56.4% to exhibit knowledge seeking behavior, measured by individual downloads from and visits to a restricted-access site. Individuals who self-reported through a survey that they shared information about CbD 2.0 internally were more likely to have both received and sought out information about the framework. Such individuals tended to hold positions within a higher job grade, were more likely to train others on CbD as part of their job, and to enroll in other online professional development offerings. Communication strategies targeting external audiences did not appear to influence information seeking behavior. Staff who engaged in internal knowledge sharing and adopting “evidence” practices from CbD 2.0 were more likely to have shared the document externally. We found a negative correlation with external sharing behavior and in-person trainings. Our findings suggest repeated, direct email communications aimed at wide audiences can effectively promote diffusion of new ideas. We also found a wide range of employee characteristics and circumstances to be associated with knowledge diffusion behavior (at both an organizational and individual level).

Cross-discipline evidence principles for sustainability policy

Evidence-based approaches to sustainability challenges must draw on knowledge from the environment, development and health communities. To be practicable, this requires an approach to evidence that is broader and less hierarchical than the standards often applied within disciplines.