When innovation fails: An institutional perspective of the (non)adoption of boundary spanning IT innovation

Raluca Bunduchi; Alison Smart; Kathryn  Charles; Lorna McKee; Augusto Azuara-Blanco

doi:10.1016/j.im.2015.04.001

When innovation fails: An institutional perspective of the (non)adoption of boundary spanning IT innovation

Raluca Bunduchi, Alison Smart, Kathryn Charles, Lorna McKee, Augusto Azuara-Blanco

Research output: Contribution to journal › Article › peer-review

12 Citations (Scopus)

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Abstract

We combine the concepts of legitimacy, institutional (mis)alignments, strategic responses and organizing visions to develop a conceptual framework to analyse the adoption of innovations that span organisational fields. We apply the framework to examine a telehealth innovation connecting a public sector hospital-based eye clinic with private sector optometry practices. We find that while compromise strategies were successful in encouraging adoption within each field, the innovation ultimately failed as fields developed different organising visions which could not be reconciled. The findings suggest that institutional misalignments within and between fields interact to amplify their overall effect on the adoption of hybrid innovations.

Original language	English
Journal	Information and Management
Volume	52
Issue number	5
Early online date	23 Apr 2015
DOIs	https://doi.org/10.1016/j.im.2015.04.001
Publication status	Published - Jul 2015

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10.1016/j.im.2015.04.001

When innovation fails: An institutional perspective of the (non)adoption of boundary spanning IT innovation
© 2015, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International http://creativecommons.org/licenses/by-nc-nd/4.0/which permits distribution and reproduction for non-commercial purposes, provided the author and source are cited.
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abstract = "We combine the concepts of legitimacy, institutional (mis)alignments, strategic responses and organizing visions to develop a conceptual framework to analyse the adoption of innovations that span organisational fields. We apply the framework to examine a telehealth innovation connecting a public sector hospital-based eye clinic with private sector optometry practices. We find that while compromise strategies were successful in encouraging adoption within each field, the innovation ultimately failed as fields developed different organising visions which could not be reconciled. The findings suggest that institutional misalignments within and between fields interact to amplify their overall effect on the adoption of hybrid innovations. ",

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