Tracing the Innovation – Decision Process for Adopting Microchip Implants: Reflections and Experiences of Estonian Employees

Relying on the diffusion of innovations theory by Everett Rogers (1962 [2003]), the current paper traces the five steps of the innovation-decision process for adopting microchip implants in a workplace. Semi-structured individual interviews with microchipped employees (n=14) from six different organisations in Estonia were carried out to explore their opinions and experiences with adopting the use of microchip implants in their workplaces. Our analysis indicates that social reinforcement from their colleagues played an important role in the formation of the attitudes and beliefs of our interviewees about microchip implants. In fact, a strong element of homophily existed within the social system both on the organisational and interpersonal levels. Our findings suggest that the employees who decided to get microchip implants were considered to be more loyal and dedicated, as well as more in sync with the overall goals and values of the organisation; the employees who rejected the innovation were viewed as less motivated and not as invested in their organisations. All our interviewees stressed that they were voluntary adopters of the innovation and wholeheartedly believed in the value of trade-offs between convenience and privacy.