Scholars have long suggested that to foster adoption for their innovative products and services, entrepreneurs should engage with customers to better understand their unmet needs. Yet, customers frequently reside in organizations, and organizational members may not be aligned in their views regarding the benefits an innovation offers. Decision-making within organizations is rarely under the purview of a single executive and various members wield influence over adoption decisions. Given this plurality: how do entrepreneurial firms gain organizational adoption for their innovations? I explore how 54 entrepreneurial firms, all participating in a digital health accelerator, attempted to gain organizational adoption for their innovations. I show that when entrepreneurs pursued an embedded process, they developed ways to expand the relevance of their innovations for new customers, but strategically paced and withheld disruptive aspects of their innovations to appease different audiences within customer organizations. Firms that leveraged a market-centric process also expanded the relevance of their innovations. Despite sparking the interest of executives, firms using a market-centric approach did not gain adoption. By unpacking the process by which some entrepreneurs discovered how to strategically pace the deployment of their digital innovations, I contribute a mechanism that explain how disruptive innovations gain organizational adoption.

中文翻译：

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获得组织采用：战略性地加快数字创新的部署

长期以来，学者们一直建议，为了促进其创新产品和服务的采用，企业家应该与客户互动，以更好地了解他们未满足的需求。然而，客户经常居住在组织中，并且组织成员对于创新提供的好处的看法可能不一致。组织内的决策很少由单个高管负责，并且各个成员对采用决策施加影响。鉴于这种多元化：创业公司如何为他们的创新获得组织采用？我探索了 54 家创业公司，都参与了数字健康加速器，是如何试图为他们的创新获得组织采用的。我表明，当企业家追求嵌入式流程时，他们开发了一些方法来扩大他们的创新对新客户的相关性，但战略性地调整和保留他们创新的破坏性方面，以安抚客户组织内的不同受众。利用以市场为中心的流程的公司也扩大了其创新的相关性。尽管激发了高管的兴趣，但使用以市场为中心的方法的公司并未获得采用。通过解开一些企业家发现如何从战略上调整其数字创新部署的过程，我提供了一种机制来解释颠覆性创新如何获得组织采用。利用以市场为中心的流程的公司也扩大了其创新的相关性。尽管激发了高管的兴趣，但使用以市场为中心的方法的公司并未获得采用。通过解开一些企业家发现如何从战略上调整其数字创新部署的过程，我提供了一种机制来解释颠覆性创新如何获得组织采用。利用以市场为中心的流程的公司也扩大了其创新的相关性。尽管激发了高管的兴趣，但使用以市场为中心的方法的公司并未获得采用。通过解开一些企业家发现如何从战略上调整其数字创新部署的过程，我提供了一种机制来解释颠覆性创新如何获得组织采用。