Abstract

In this study, we examine the novelty conundrum inherent to organizations evaluating emergent products or initiatives for budgetary support. New ideas are not fully formed, leading organizations take a leap of faith when choosing to support a cutting-edge concept. It is reasonable to expect decision makers to rely on the concept developer’s experience as a quality indicator in their evaluations. Using narrative theory, we develop alternate expectations for how and why organizations are moved to back new initiative proposals based on narrative attributes, such as cohesion, doubt, and familiarity.

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