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

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.