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.