Extended Reality (XR) offers transformative potential for industrial support, training, and maintenance; yet, widespread adoption lags despite demonstrated occupational value and hardware maturity. Organizations successfully implement XR in isolated pilots, yet struggle to scale these into sustained operational deployment, a phenomenon we characterize as the ``Pilot Trap.'' This study examines this phenomenon through a qualitative ecosystem analysis of 17 expert interviews across technology providers, solution integrators, and industrial adopters. We identify a ``Great Inversion'' in adoption barriers: critical constraints have shifted from technological maturity to organizational readiness (e.g., change management, key performance indicator alignment, and political resistance). While hardware ergonomics and usability remain relevant, our findings indicate that systemic misalignments between stakeholder incentives are the primary cause of friction preventing enterprise integration. We conclude that successful industrial XR adoption requires a shift from technology-centric piloting to a problem-first, organizational transformation approach, necessitating explicit ecosystem-level coordination.

翻译：扩展现实（XR）在工业支持、培训和维护领域具有变革性潜力；然而，尽管其职业价值与硬件成熟度已得到验证，广泛采用仍显滞后。组织虽能在孤立试点中成功实施XR，却难以将其扩展为持续运营部署，我们将此现象称为“试点陷阱”。本研究通过对技术提供商、解决方案集成商与工业采用方共17位专家的访谈，进行定性生态系统分析，以探究该现象。我们发现采用障碍中存在一种“大逆转”：关键制约因素已从技术成熟度转向组织准备度（例如变革管理、关键绩效指标对齐与政治阻力）。尽管硬件人机工程学与可用性仍具相关性，但研究结果表明，利益相关者激励之间的系统性错位是阻碍企业级整合的主要摩擦根源。我们得出结论：成功的工业XR采用需要从以技术为中心的试点模式，转向以问题为先导的组织转型路径，这要求明确的生态系统层面协调。