The HealthTech Adoption Gap : Rethinking Entrepreneurial Selling Beyond the Contract
Authors
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Vinay Shirahattimath
Sr Director - Services Sales | APJC (Corresponding Author), NterOne India Pvt. Ltd., Building No. 78, Royal Barter, Residency Road, Bengaluru - 560 025, Karnataka. & Research Scholar, Rushford Business School, Switzerland, Blegistrasse 15, 6340 Baar, Switzerland
https://orcid.org/0009-0000-8941-205X
DOI:
https://doi.org/10.17010/amcije/2026/v9i1/176106Keywords:
HealthTech entrepreneurship; entrepreneurial selling; adoption-oriented selling; institutional adoption; repeatable adoption; venture scalability.JEL Classification Codes : I11, L26, M31
Abstract
Purpose : This perspective examined why HealthTech contracts often failed to result in sustained institutional adoption and questioned the assumption that entrepreneurial selling ended at contract closure.
Design/Methodology/Approach : Recent peer-reviewed evidence and current HealthTech deployment cases were integrated to analyze the gap between contractual commitment and value realization.
Findings : HealthTech ventures faced adoption interdependence: they carried commercial consequences of failed adoption without controlling all organizational conditions required for use. The paper introduced adoption-oriented entrepreneurial selling and identified repeatable adoption as a stronger commercialization outcome. It also exposed a scalability paradox: post-sale involvement supported adoption, whereas excessive customization weakened venture scalability.
Practical Implications : The perspective recommended selective adoption management through stakeholder alignment, workflow validation, capability transfer, and explicit institutional handover.
Originality/Value : The perspective relocated institutional adoption into the entrepreneurial commercialization process and distinguished contractual success from realized and scalable venture value.
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