Organizational resistance to performance‐enhancing technological innovations: a motivation‐threat‐ability framework

Abstract

Many technological innovations have encountered resistance from organizational buyers despite the fact that they are superior to existing technologies. This study aims at developing a theory for this widespread marketing phenomenon. Guided by the motivation-threat-ability (MTA) framework, I identify a comprehensive set of determinants of organizational resistance to superior technological innovations and the moderating variables that operate to mitigate the effects of these antecedents. The research findings provide strategic views on overcoming organizational innovation resistance and offers marketing insights about segmentation and targeting of organizational buyers in technology markets. The theoretical arguments are supported by real-life business cases.2

Consumers’ Resistance to Using Mobile Banking: Evidence From Thailand and Taiwan

“…Contrary to the academic literature revealing few studies on innovation resistance and huge studies on innovation adoption, market and industry surveys have reported that most innovative services and products have failed and only a small fraction have been commercially successful 4,5,6,9,10,12,13,14,15,16 . That is why Laukkanen et al 8 argued that the pro-change assumption is not always true, and even untrue most of the time because most innovations have failed in the marketplace 17 .…”

“…In addition, numerous market cases have reported that people resist a novel service or product even when the product or service is considered Chian-Son Yu, and Wachara Chantatub 27 necessary and desirable 8,12 , or despite the service and product benefitting consumers 9,15,16 . In regards to why consumers resist innovative products and services, Ram and Sheth 12 and Garcia et al 8 described five barriers: being incompatible with existing work flow and practices, not understanding the value of the innovation, viewing the innovation as being too risky, requiring consumers to deviate from established social norms and traditions, and a negative image.…”

Digital channels diminish SME barriers: the case of the UK

“…On a large scale, the number of employees is positively associated with the level of innovation in the company (Kaufmann, Tsangar, & Vrontis, 2012). The major concern for many B2B firms according to Bao (2009) is that Internet-based technologies are not always readily accepted by target users. Similarly, Windrum and Berranger (2003) concluded that the right timing for ICT investment should be after the adoption of the technology by the existing and potential customers, but not too long afterwards because of the danger of falling far behind competitors.…”

Personalo Priešinimosi Inovatyviems Pokyčiams Priežasčių Analizė

“…"Pasipriešinimas pokyčiams yra natūrali žmogaus reakcija arba bendrovės atsakas į bet kokius bandymus pakeisti, sutrikdyti nusistovėjusią pusiausvyrą gyvenimo sąlygose ar organizacinėje veikloje" (Yongchuan Bao (2009). Darbuotojai priešinasi pokyčiams darbo vietoje dėl įvairių priežasčių.…”