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The Emergence Of Health Technology Firms Through Their Sensegiving Activities And Competitive Actions

Author

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  • M. BEAULIEU

    (Department of Health Management, Evaluation and Policy, Institute of Public Health Research of University of Montreal (IRSPUM), P.O. Box 6128, Centre-ville Branch, Montreal, Quebec, H3C 3J7, Canada)

  • P. LEHOUX

    (#x2020;Department of Health Management, Evaluation and Policy, IRSPUM, University of Montreal Chair on Responsible Innovation in Health, P.O. Box 6128, Centre-ville Branch, Montreal, Quebec, H3C 3J7, Canada)

Abstract

Few studies have examined the process by which health technology innovators must socially construct their firm and share their ideas with economic and health system actors. To fill this gap, we intended to provide insights into the differences characterising the health technology startup (HTS) among other startups and test a conceptual model by characterising press releases and media coverage emanating from five firms (three HTS and one well-established firm, and one non-health information technology). Using a multiple case study design, with three embedded units of analysis composed of the startups’ sensegiving intentions, its competitive actions and its strategic responses to pressures, we observed marked difference in the use of marketing and symbolic actions as well as recourse to prominent actors. Besides, health startups were the only ones relying on cognition rather than actors’ self-interest or moral judgments. There were also differences depending on the startup status and the number of actors resulting in different response patterns to pressures. The findings are paving the way to further research on innovators and actor’s inner thinking, which may contribute to shaping business development programs targeted specifically for health tech startups, and may help emerging entrepreneurs compare their evolution to health and non-health tech startups.

Suggested Citation

  • M. Beaulieu & P. Lehoux, 2017. "The Emergence Of Health Technology Firms Through Their Sensegiving Activities And Competitive Actions," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(06), pages 1-22, August.
    • Handle: RePEc:wsi:ijimxx:v:21:y:2017:i:06:n:s1363919617500438
    DOI: 10.1142/S1363919617500438
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    References listed on IDEAS

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    1. Lehoux, P. & Daudelin, G. & Williams-Jones, B. & Denis, J.-L. & Longo, C., 2014. "How do business model and health technology design influence each other? Insights from a longitudinal case study of three academic spin-offs," Research Policy, Elsevier, vol. 43(6), pages 1025-1038.
    2. Antoaneta P. Petkova & Violina P. Rindova & Anil K. Gupta, 2013. "No News Is Bad News: Sensegiving Activities, Media Attention, and Venture Capital Funding of New Technology Organizations," Organization Science, INFORMS, vol. 24(3), pages 865-888, June.
    3. Hendy, Jane & Barlow, James, 2012. "The role of the organizational champion in achieving health system change," Social Science & Medicine, Elsevier, vol. 74(3), pages 348-355.
    4. Wild, Claudia & Langer, Thomas, 2008. "Emerging health technologies: Informing and supporting health policy early," Health Policy, Elsevier, vol. 87(2), pages 160-171, August.
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    Cited by:

    1. Mathieu Beaulieu & Pascale Lehoux, 2018. "Emerging health technology firms’ strategies and their impact on economic and healthcare system actors: a qualitative study," Journal of Innovation and Entrepreneurship, Springer, vol. 7(1), pages 1-27, December.

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