Introducing an innovation does not end, but rather starts, with adoption. In fact, some innovations display network elements and require more than one firm to take them up in order to be successful and deliver the intended results. Such is the case of NDC (new distribution capability), an airline-fostered enhancement of the way air travel services are conveyed and distributed from carriers to travel agents. The promise behind NDC is that travel services will be sold more richly and within a more open and inclusive framework. We draw on the diffusion of innovations, institutional theory, and agency theory to review the determinants of adoption and its effects on performance for service providers. We use the International Air Transport Association (IATA) ticket database to establish the role that institutional pressure plays on innovation behaviours and firms’ results. We find that institutional pressure, not just innovation attributes, influence outcomes. Also, given each player's different incentives and the asymmetry of information, ticket sales are selectively distributed in ways that fit the agent and only occasionally the airline principal. Thus, we conclude that travel intermediaries assess outcomes wholistically and that the innovation's revenue uplift depends on such assessment.

中文翻译：

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创新采用中的代理冲突：航空业的经验教训


创新的引入并不是结束，而是从采用开始。事实上，一些创新展示了网络元素，需要多个公司采用它们才能取得成功并实现预期结果。 NDC（新分销能力）就是这样的例子，它是航空公司推动的一种增强航空旅行服务从承运商到旅行社的传送和分销方式的方法。 NDC背后的承诺是，旅游服务将在更加开放和包容的框架内销售得更加丰富。我们利用创新的扩散、制度理论和代理理论来审查采用的决定因素及其对服务提供商绩效的影响。我们使用国际航空运输协会 (IATA) 机票数据库来确定制度压力对创新行为和公司业绩的影响。我们发现，影响结果的不仅是创新属性，还有制度压力。此外，考虑到每个参与者的动机不同以及信息不对称，机票销售会选择性地以适合代理人的方式进行分配，偶尔也适合航空公司委托人的方式。因此，我们得出的结论是，旅游中介机构会全面评估结果，而创新的收入增长取决于这种评估。