Crossing the diffusion chasm: from invention to penetration of a telehealth innovation

Abstract

Purpose-The purpose of this paper is to help explain the paradox between the high potential of telehealth innovations and their slow diffusion by investigating the challenges involved in a successful case. Design/methodology/approach-The paper is based on a longitudinal study of a telestroke program from 2003-2007 seen from the point-of-view of the inventors. The program was initially used by a network of hospitals; it faced several challenges when the inventors sought to diffuse it to a broader marketplace; but, the inventors eventually succeeded to create a viable technology and business model. Findings-The authors offer a process model of this telehealth innovation consisting of four phases: invention, pilot test, commercialization, and penetration-with each phase demarcated by specific actors and activities. In addition, a chasm between the pilot test within a network of hospitals and the subsequent commercialization of a product aimed for the market is identified. Finally, the authors reveal how key actors negotiated the chasm to successfully diffuse the innovation beyond the initial hospital setting. Originality/value-The paper offers two contributions. First, it contributes a new model of IT-enabled innovation processes seen from the inventor's perspective and emphasizing the diffusion chasm as a key challenge. Second, it contributes a longitudinal, in-depth analysis of a telehealth innovation from initial invention to successful market penetration.

The Paradoxes of Telehealth: a Review of the Literature 2000–2015

“…Cho et al . () highlighted widespread acknowledgement that ‘physicians and other medical staff in most cases are notorious for their non‐responsiveness to and resistance to use of information technologies.…”

A holistic review and framework for sustainable business models for assisted living technologies and services

“…(Lin, Liu et al 2010. Taiwan, UK 3 Telehealth (Cho, Mathiassen et al 2009, Visser, Bloo et al 2010. USA, Netherlands Table shows articles which attempted to describe the business models of certain segments of ALTS and the countries they addressed.…”

A holistic review and framework for sustainable business models for assisted living technologies and services

“…(Cho, Mathiassen et al 2009, Visser, Bloo et al 2010) Small Market size: Implementation of the video teleconsult service requires multidisciplinary cooperation and integration, however one of the main challenges is the small market size (Visser, Bloo et al 2010). Telecare Lack of user cantered design: New systems are rarely negotiated with service users and there is a general lack of focus on the end users of telecare ).…”

“…Zeevi (2003) from Israel described a business model for telemedicine and recommended that medical technology companies that are developing telemedicine products have to consider the market needs, the customer, the product development aspect, the business model, and the long process of market penetration, in order to choose the commercially correct idea and successfully bring it to the market. Two articles (Cho, Mathiassen et al 2009, Visser, Bloo et al 2010) from United States and Netherlands respectively described the business models aspects of telehealth segment. Visser et al in (Visser, Bloo et al 2010) recommended an example of a business model which might not work for UK health system.…”

“…Telehealth Coordination: Commercialisation of telehealth failed because inventors do not carry along the business expert in order to cross the diffusion chasm from invention to market penetration (Cho, Mathiassen et al 2009). (Cho, Mathiassen et al 2009, Visser, Bloo et al 2010) Small Market size: Implementation of the video teleconsult service requires multidisciplinary cooperation and integration, however one of the main challenges is the small market size (Visser, Bloo et al 2010).…”