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Aim/Purpose: To show how the adoption decision about blockchain technology follows a path through three ‘arenas’, each showing distinctive organisational and behavioural driving forces. Methodology: Grounded theory using Meta-analysis, mind mapping, participative observation and 22 Atlas.ti analysed interviews. Findings: Three ‘arenas’ were observed: (#1) visualises the driving forces, motivations and reasons that play a role in the mind of the decision making individual and is the result of the conditioning process occurred during the trajectory through networks during the life and career of that individual; (#2) reflects and incorporates the transition from the individual level decision making to the company level, meeting other decision makers. The worldview, power and hierarchy dynamics among the company's decision-making leadership directly shape the overall company strategy. This strategizing, in turn, leads to particular outcomes and effects on the company's network and connections; (#3) describes the constituting elements and origins of power that play a role for four different types of networks: long term relations, consortia, exploitative networks and spot buying networks. Originality: This study offers an original view on innovation adoption processes in supply chains, networks and systems, applied to the case of blockchain technology. Conclusions: Blockchain usage seems mainly relevant for networks based on long-term relations, not so much for consortia, exploitative networks and spot buying networks. Which network a company choses to participate in depends on the worldview of the company as a result of the distribution of hierarchies of the participating decision makers. In addition, an increased company size implies an increased feeling blockchain usage would or could compensate lack of trust because of less personal contacts.
Gharehdaghi et al. (Wed,) studied this question.