Exploring the B2B Innovation Decision Making Processes
(2020) ENTN39 20201Department of Business Administration
- Abstract
- Date of the Seminar: May 2020
Course: ENTN39 Master’s Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)
Authors: Aida Lojo, Albert Tóth, Kevin Latorre
Supervisor: Joakim Winborg
Examiner: Sotaro Shibayama
Keywords: Adoption of Innovation; Organizational Adoption Decision; B2B decision-making; Incremental Innovation; Radical Innovations; Psychological barriers to Adoption of Innovation; Innovation Resistance
Research question: How do Psychological Barriers to Adoption of Innovation Evolve throughout the Organizational Decision-Making Process?
Methodology: As part of this research, an inductive and qualitative study which is based on data collection through semi-structured... (More) - Date of the Seminar: May 2020
Course: ENTN39 Master’s Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)
Authors: Aida Lojo, Albert Tóth, Kevin Latorre
Supervisor: Joakim Winborg
Examiner: Sotaro Shibayama
Keywords: Adoption of Innovation; Organizational Adoption Decision; B2B decision-making; Incremental Innovation; Radical Innovations; Psychological barriers to Adoption of Innovation; Innovation Resistance
Research question: How do Psychological Barriers to Adoption of Innovation Evolve throughout the Organizational Decision-Making Process?
Methodology: As part of this research, an inductive and qualitative study which is based on data collection through semi-structured interviews has been conducted. The research methodology relies on a longitudinal case study and takes an interpretive epistemological approach. The approach to data analysis has been in line with the methodology by Gioia, Corley, & Haamilton, (2013) and some elements of Eisenhardt, (1989).
Theoretical perspectives: Rogers’(2003) innovation decision-making process and innovation resistance research as summarized by Joachim, Spieth, & Heindenreich, (2018). Comparison between Innovation Adopting Organization (IAO) and Innovation Generating Organization (IGO) as researched by Damanpour & Wischnevsky, (2006).
Conclusion: A dynamic model which reflects the comprehensive view on B2B decision making shows that an innovation-decision process by an Innovation Adopting Organization can be divided into two parts. In the first part (pre-decision phase), the decision is made by an organization, while in the second part (post-decision phase), the decision power shifts to consumers. The psychological barriers that have been identified based on consumer studies are also applicable to the organizational settings. Further on, the pre-decision and post-decision phase experience similar challenges; social risk, economic risk and resource risk are present in both phases, but manifested differently. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9013981
- author
- Lojo, Aida LU ; Tóth, Albert LU and Latorre, Kevin LU
- supervisor
- organization
- alternative title
- How do Psychological Barriers to Adoption of Innovation Evolve throughout the Organizational Decision-Making Process?
- course
- ENTN39 20201
- year
- 2020
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Adoption of Innovation, Organizational Adoption Decision, B2B decision-making, Incremental Innovation, Radical Innovations, Psychological barriers to Adoption of Innovation, Innovation Resistance
- language
- English
- id
- 9013981
- date added to LUP
- 2020-06-25 16:04:32
- date last changed
- 2020-06-25 16:04:32
@misc{9013981,
abstract = {{Date of the Seminar: May 2020
Course: ENTN39 Master’s Corporate Entrepreneurship and Innovation Internship and Degree Project (Master’s thesis 15 ECTS)
Authors: Aida Lojo, Albert Tóth, Kevin Latorre
Supervisor: Joakim Winborg
Examiner: Sotaro Shibayama
Keywords: Adoption of Innovation; Organizational Adoption Decision; B2B decision-making; Incremental Innovation; Radical Innovations; Psychological barriers to Adoption of Innovation; Innovation Resistance
Research question: How do Psychological Barriers to Adoption of Innovation Evolve throughout the Organizational Decision-Making Process?
Methodology: As part of this research, an inductive and qualitative study which is based on data collection through semi-structured interviews has been conducted. The research methodology relies on a longitudinal case study and takes an interpretive epistemological approach. The approach to data analysis has been in line with the methodology by Gioia, Corley, & Haamilton, (2013) and some elements of Eisenhardt, (1989).
Theoretical perspectives: Rogers’(2003) innovation decision-making process and innovation resistance research as summarized by Joachim, Spieth, & Heindenreich, (2018). Comparison between Innovation Adopting Organization (IAO) and Innovation Generating Organization (IGO) as researched by Damanpour & Wischnevsky, (2006).
Conclusion: A dynamic model which reflects the comprehensive view on B2B decision making shows that an innovation-decision process by an Innovation Adopting Organization can be divided into two parts. In the first part (pre-decision phase), the decision is made by an organization, while in the second part (post-decision phase), the decision power shifts to consumers. The psychological barriers that have been identified based on consumer studies are also applicable to the organizational settings. Further on, the pre-decision and post-decision phase experience similar challenges; social risk, economic risk and resource risk are present in both phases, but manifested differently.}},
author = {{Lojo, Aida and Tóth, Albert and Latorre, Kevin}},
language = {{eng}},
note = {{Student Paper}},
title = {{Exploring the B2B Innovation Decision Making Processes}},
year = {{2020}},
}