## 2 Related Research
### Innovation Adoption and the Adoption Process  
Innovation does not always lead to rapid diffusion because of the process by which people and organizations adopt innovations. According to [PERSON] [17], there are five steps for individuals to adopt innovation: _knowledge, persuasion, adoption, implementation_, and _confirmation_. Individuals recognize and learn about the existence and function of the innovation (_knowledge_), form favorable or unfavorable attitudes toward the innovation (_persuasion_), and decide whether to adopt or reject the innovation (_adoption_). Subsequently, if adopted, the innovation is used (_implementation_). However, additional information about the innovation can either strengthen attitudes toward it or cause individuals to abandon it (_confirmation_). Different psychological responses divide consumers into five categories according to the well-known innovator theory: innovators, who recognize the value of novelty and are the first to adopt innovations; early adopters, who are not as radical as innovators but are sensitive to industry trends and have influence over their surroundings; early majorities, who are cautious about innovation; late majorities, who are skeptical or reluctant to adopt innovations; and laggards, who are the last to adopt innovations. Thus, diffusion throughout society can be understood as taking place in stages and taking time.  
Case studies based on the innovator theory have been ubiquitous, even in recent years. For example, in the agricultural sector, one study analyzed farmers' adoption of precision farming and site-specific management [23]. Another study analyzed the adopters of IoT smart farming technologies [24]. Both studies found that education level, understanding of the technology, and age affect the speed of adoption. Moreover, in the sustainability sector, the diffusion of more sustainable diets has been analyzed [25]. Demographic characteristics, such as gender, age, education level, household size, and region of affiliation, were determined to be influential. EV diffusion was also influenced by gender, education level, environmental opinions, and adopters' influence [26].  
[PERSON] also modeled the organizational adoption of innovations. Organizations identify the organizational problem that innovation can solve (_agenda-setting_) and then align the organizational problem with the innovation (_matching_). The innovation is adapted to the organization's needs (_redefinition/restructuring_), and then the relationship between the organization and the innovation is clarified (_clarifying_). Finally, innovation becomes a standard part of the organization's internal operations (_routinizing_). Management scholars have studied how organizations deal with various issues when adopting innovation. These organizational theory studies are based on [PERSON] theory [27].  
The first research gap concerns the business sector as a unit of analysis. Although there are microlevel analyses of individuals and organizations, few studies present an overview of the business sector or society. In particular, the business sector may have a unique perception because it is trying to build a competitive advantage in its business environment. The second research gap is the importance of perception. Previous research has reported that the diffusion of innovations is a matter of adopter discretion. In other words, it is not important whether AI is adopted. From our research interest, it is important how perceptions of AI have changed. However, previous studies have often focused on the characteristics of the adopter category, with little research on the change in perceptions behind adoption. The business sector will have different perceptions of AI, from recognition to generating revenue.