The organizational acceptance of an employee-driven radical idea: Dynamics and coherence in distributed attention

Employee-driven radical ideas can reshape a firm’s strategic direction but often, struggle because they challenge established strategies and require support across, organizational levels. Using the attention-based view, this study examines how, attention qualities shape such ideas in a distributed radical innovation process., Drawing on an in-depth longitudinal case, we show that stability, coherence, and, vividness are produced, disrupted, and reconstituted across phases through dynamic, cross-level reconfiguration. We identify a sequential mechanism in which stability, enables interpretive alignment before vividness can increase without disrupting, momentum. We conceptualize this turning point as an attention coherence threshold.