Consequences of mandated usage of innovations in organizations: developing an innovation decision model of symbolic and forced adoption

Abstract

In organizations, mandated adoption contexts are the rule rather than the exception. Individuals, who are denied the choice between adopting and rejecting an innovation, are more likely to engage in opposition behavior, particularly if the innovation conflicts with their held beliefs. Interestingly, neither the construct of forced adoption nor its consequences have received much research attention. To address this gap, we conduct a systematic literature review and provide theoretical rationales for the emergence of innovation resistance and opposition behaviors in organizations. We then develop an innovation decision model of individual adoption behavior that localizes negative outcomes of the secondary adoption process along the different process stages, providing insights into their emergence and potential consequences for the organization. Furthermore, we identify important avenues for future research and show how our innovation decision model can be used to advance theory development on forced adoption.

Implications of the coronavirus (COVID-19) outbreak for innovation: Which technologies will improve our lives?

“…Finally, there is no returning to the “old” normal. Many of the technologies discussed here were already in place before the pandemic but were chiefly used by early adopters, and the COVID-19 crisis has pushed their “forced adoption” (Ram and Jung, 1991; Heidenreich and Talke, 2020 ) by the majority of users or consumers. The massive testing and diffusion of new technologies have led to leaps in knowledge, which makes them preferable to previous alternatives.…”

Facilitating business model innovation: The influence of sustainability and the mediating role of strategic orientations

“…We have identified relevant strategic orientations that drive BMs’ innovation. These orientations could help firms to overcome their inertia in terms of organizational resistance to innovation (Heidenreich & Talke, 2020), such that conditions are favorable for innovating their BM effectively. Since strategic orientations represent the guidelines for firm specific‐behavior, employing strategic orientations that facilitate BMI might reduce the resistance to BM change.…”

The role of brand in overcoming consumer resistance to autonomous vehicles

“…Radical innovations require consumers to accept significant changes, as they can create great uncertainties and risks (Garcia et al, 2007). As a result, radical innovations regularly evoke strong negative reactions from consumers (Heidenreich & Talke, 2020). Consumer resistance to innovation can manifest in the rejection of a radically new product by a large number of potential adopters (e.g., Kleijnen et al, 2009), which can result in market failure and potentially detrimental consequences for the firm (e.g., Castellion & Markham, 2013; Heidenreich & Kraemer, 2015).…”