Graeme Currie

Managers often exclude some stakeholders from innovation programs, believing they would be “dangerous” for the purpose and pace of new product/service development. The exclusion of “dangerous” stakeholders, however, has negative implications on innovation, as it prevents access to key knowledge and connections. Our study investigates how “dangerous” stakeholders can overturn their exclusion, and gain key decision‐making responsibilities. Theoretically, we import the “general theory of political representation” from Rehfeld (2006) to derive insight into agency of five actors: selection agents, strategic constellation and representatives (on the side of innovators), represented and “audience” (on the side of stakeholders). Empirically, we undertake a 4‐year longitudinal case study of a digital innovation program in an English public hospital. Our study highlighted that only an elite “audience” of clinical leads enacted a strategy of “coaptation work” to overturn their exclusion from the innovation program, and ascend to a role of selection agents. Through “coaptation work,” the clinical leads used their privileged access to clinical resources to first create fractures within the community of innovators, and then embed clinical stakeholders in key decision‐making roles to heal them. Our results challenge established “hub‐and‐spoke” interpretations of innovation programs, and emphasize the importance of political representation work to understand how stakeholders exert their influence.