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Traditionally, innovation adoption research has focused on the determinants of the states 'adoption' and 'nonadoption'. Aiming at a more detailed understanding of innovation adoption and resistance behavior, this study takes a different perspective and analyzes the transition stage between the nonadoption state and the adoption state to investigate triggers that overcome initial consumer resistance. The study seeks to answer three questions within this novel perspective: (1) What are triggers that lead nonadopters to become adopters? (2) Do adopters and nonadopters differ in their assessment of adoption triggers? and (3) How do adoption triggers relate to innovation adoption barriers? We apply a qualitative exploratory approach that relies on 160 face‐to‐face interviews with both adopters and nonadopters about nine different innovations to generate a framework of adoption triggers. The results reveal that adoption triggers fall into three broad categories: 'increasing innovation attraction', 'reducing barriers' or 'tilting the system'. In addition, we find that adopters and nonadopters differ significantly in their assessment of (potential) adoption triggers. Nonadopters mention performance improvements more frequently as crucial adoption triggers than adopters do. In contrast, adopters indicate knowledge acquisition and a social system push significantly more often than nonadopters do. However, adoption triggers and corresponding adoption barriers do not appear to be linked in a systematic way. Instead, adoption triggers such as a social system push exert influence independent of the existing adoption barriers. We suggest strategies for pre‐ and postlaunch strategies to facilitate adoption triggers. We also discuss the implications of our findings for theory and present further research opportunities. [ABSTRACT FROM AUTHOR]

■ Innovation resistance leaders are active opponents who exert influence at the societal level. ■ There are two different types of innovation resistance leaders: Initiators and Aggregators. ■ Initiators organize a resistance initiation process and have a missionary social identity. ■ Aggregators organize a resistance aggregation process and have a consumerist social identity. Individuals can exert strong influence on the fate of innovations. However, we know little about the most conspicuous market actors who resist innovations: innovation resistance leaders. We define innovation resistance leaders as figureheads in media and as active opponents who act against an innovation to exert influence at the societal level. To understand their role, we seek to answer the following questions: How do innovation resistance leaders engage in resistance, and who are these leaders? Our exploratory qualitative analysis of eight resistance cases reveals the following two behaviorally distinct resistance leader types. Initiators are among the first people to notice a problem after an innovation launch, and they scale up a resistance movement through the media (i.e., they organize a resistance initiation process), whereas Aggregators join an existing movement after a critical mass of negative voices has been reached (i.e., they organize a resistance aggregation process). Regarding resistance leaders' self-identities, Initiators tend to have a missionary social identity while Aggregators tend to have a consumerist one. We contribute to innovation resistance and adoption as well as innovation diffusion literature by conceptualizing a new type of resister who, based on their self-identity, performs two distinct and newly identified resistance diffusion processes. [ABSTRACT FROM AUTHOR]