Search results

Lead users are essential participants in crowdsourcing innovation events; their continuance intention significantly affects the success of the crowdsourcing innovation community (CIC). Although researchers have acknowledged the influences of network externalities on users' sustained participation in general information systems, limited work has been conducted to probe these relationships in the CIC context; particularly, the predictors of lead users' continued usage intention in such context are still unclear. Hence, this paper aims to explore the precursors of lead users' continuance intention from a network externalities perspective in CIC.

This work ranked users' leading-edge status to recognize lead users in the CIC. And then, the authors proposed a research model based on the network externalities theory, which was examined utilizing the partial least squares (PLS) technique. The research data were collected from an online survey of lead users (n = 229) of a CIC hosted by a China handset manufacturer.

Results revealed that the number of peers, perceived complementarity and perceived compatibility significantly influence lead users' continuance intention through identification and perceived usefulness.

This work contributes to the crowdsourcing innovation research and provides views regarding how lead users' sustained participation can be developed in the CICs. This work also offers an alternative theoretical framework for further research on users' continued intention in open innovation activities.

With the rise of social media, the practice of innovation management is changing rapidly as well. While the opening up of corporate innovation processes can be observed in literature as well as in practice (commonly known as “Open Innovation”), we draw the reader’s attention to the strategic potential of social media in innovation management. For this, a conceptual framework will be introduced.

In this chapter, we compare established concepts of knowledge management to potentials of social media in this field, which offer more efficient and promising ways to integrate external knowledge into innovation processes. This approach is discussed by considering the integration of customers and especially Lead-Users into corporate product development. Based on the concept of Open Innovation, we reflect the role of Lead-Users in the innovation process critically. Mounting on our reflections, we show the potentials of social media for integrating Lead-Users and develop a conceptual framework for the integration of Lead-Users using different social media applications.

In this paper, a conceptual framework for integrating Lead-Users by using different social media applications is developed and introduced.

The unique conceptual framework derived in this chapter is enriched with a discussion of the challenges resulting from the implementation of Lead-User integration along with social media in corporate innovation management. The chapter can help companies as well as researchers to implement a process for the integration of Lead-Users by using the potentials of social media applications.

The purpose of this paper is to explore the impact of collaboration with lead users (users that experience needs unknown to the public and therefore can innovate by finding solutions to those needs) and product experts (external new product development collaborators who have a commercial interest in the development of a new product) on the clockspeed of the development of new products and to determine which of the two has a higher impact.

Survey data were collected from 421 European manufacturers, and analysed using hierarchical regression analyses.

Both lead users and product experts were found to have a positive and statistically significant impact on new product development speed. Also, collaboration with lead users will lead to greater new product development speed than with product experts.

When knowledgeable individuals are involved in the new product development process as lead users, they have a better impact on new product development speed than when they are involved as product experts. This is a single informant study that makes use of perceptual measures. Although several steps have been taken to minimise any risk of systematic bias, its potential effect cannot be eliminated.

The results have two main implications for manufacturers. First, collaboration with lead users and product experts during the new product development process will help to improve the speed of development, and hence the speed to market. Second, collaboration with lead users will have a greater impact, particularly when undertaken informally, as formal integration may lead to a weakening of lead users' innovative abilities.

The paper contributes to the growing literature, which explores how innovators found outside an organisation can be used to enhance the innovative ability of that organisation. The value of this work is that it identifies and empirically compares the impact of lead users and product experts on new product development speed.

The purpose of this paper is to explore user leadership in peer support practice by reviewing existing evidence and models of delivery, investigating the recently developed term of “authentic” peer support and reflecting on challenges and opportunities for the future.

The paper presents and discusses views and evidence on peer support policy and practice, found in the current literature, grass roots peer support experts’ presentations and contributions to conferences, a national peer support network, key policy documents and the work of Together for Mental Wellbeing.

Peer support benefits are widely documented as is its history, rooted in user leadership. More recently, peer support is acknowledged in a number of key mental health policy documents as seen to be key in the response to current quality and cost agendas. There has been a simultaneous increase of “formal” peer support as practiced by large service providers and a gradual shift away from its “user led” origins. Against the background of the current economic climate and implications for mental health services, there seems to be a need to pause and reflect on current peer support practice and rethink the way forward.

This paper's emphasis on the authenticity of peer support covers new ground in relation to an important topical debate.

The purpose of this paper is to identify lead users within social networks of young adults between 14 and 17 years of age.

A questionnaire and the SAGS‐method were used to collect data within seven high schools in the north of The Netherlands. These data were used to empirically test five hypotheses using the variables which could enable the identification of lead users. A multiple regression analysis was used to test the predictive value of the variables. The analysis was complemented with a qualitative analysis of the collected data.

The main characteristics which identify lead users among adults can also be used with young adults. Those young adults who are more likely to be a lead user, are more ahead of a trend and have a higher amount of expected benefit. They also display more expertise than other young adults.

The variable of perceived information benefits could complement the variables used for identifying lead users among young adults, but further research is necessary. Because the focus is on only one specific product, the generalizability of the results from this research is limited. Further research should include different products or services in different domains of interest. The variables of perceived information benefits and efficiency did not have a significant positive relation with lead userness, but further research is needed.

The identification of lead users could be valuable to organizations that focus on young adults in the age range 14 to 17 years and could lead to significant commercial benefits. Young adults are a large potential market and the identification of lead users within this target group could help organizations

Research on lead user theory is mainly focused on adults or organizations. This article tries to fill this research gap by focusing on young adults. It is an extension of the research of Kratzer and Lettl, Kunst and Kratzer and Molenmaker et al. who focused on children from 8 to 12 years old.

The goal of this research is to fill the gap in lead users' research under children. An effort is made to analyze the characteristics of lead users in social networks of children. Furthermore, their role in the adoption and diffusion of innovations is examined.

An experiment is conducted at primary schools in The Netherlands, with children aged between 8 and 12 years. An innovation is introduced in a social network (school class). Lead users are identified and their adoptive behavior is examined.

The following characteristics of lead users are identified in this study. Lead users have an efficient place within a social network, which allows them to receive diverse and non‐redundant information. They have a higher familiarity with the product category, and they are perceived as experts by their peers. Finally, lead users are more likely to be boys than girls. This study discovers as well that there is a significant positive relationship between lead userness and the current use of the innovation and the intention to use it in the future.

This research is only performed in one kind of product category in one particular market. Additional research should strengthen the findings of this research and explore the possibilities to generalize these findings. Further research should focus more on exploring additional characteristics of lead users, which will enhance the identification of lead users in networks of children. From a marketing point‐of‐view it would be interesting to investigate the influence of media on lead users and a lead users' ability to influence the diffusion of an innovation.

This paper is unique together with the paper of Kunst and Kratzer, because it investigates the lead user method in networks of children. It makes a first effort to determine the characteristics of lead users in networks of children. This is vital because it enhances the identification of lead users, consequently organizations can involve them in the development process of innovations.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Highlighted by the Harvard Business Review list of 20 Breakthrough ideas for 2007, user‐centred innovation, based on the concept of lead users, takes a fundamentally different approach to product innovation to that practiced in most organisations. It is based on the research by Eric von Hippel, MIT, which found that many commercially important products are initially thought of and even prototyped by product users (lead users) rather than manufacturers. In recognising this, the lead user process can transform the difficult job of generating product and service “breakthroughs” into a systematic task of tracking down especially promising lead users and adapting and developing their ideas to a business's needs. The approach, which 3M has found to generate project ideas that deliver sales eight times higher than those generated by contemporaneous traditional projects, is now not only taking hold within industry, and within user communities, but it has got to the point where governments are getting involved.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

While the involvement of service users in mental health research has increased, a review of the literature suggests that this apparent increase in involvement does not necessarily coincide with service users having a ‘louder voice’ or greater control over service delivery.The purpose of this investigative study was to explore the barriers and support systems for service user‐led research within a local NHS trust. The study focused on an original research project that set out to be service user‐led by designing and piloting an evaluation tool to measure satisfaction with care planning across the trust. The paper describes a qualitative methodology that captured stakeholder's experiences of why the original project did not reach its intended conclusion. Interviews were conducted with a range of professionals and service users, alongside participant observations of steering group meetings. Data were analysed using a grounded theory approach that led to the identification of key lessons for those intending to involve service users in research in the future. The findings suggest that there are many support systems that can assist service user‐led research, but there are still too many barriers to implementing it effectively; in particular, processes surrounding ethical approval and the stigma attributed to such research by some professional staff.The lessons learned are presented to assist in the education and training of mental health service user researchers or professionals who are conducting research collaboratively with service user colleagues.

The involvement of lead‐users in product development has been emphasised as a rewarding method for companies in various industries to strengthen their development efforts. The argument is that these leading edge customers can generate innovative and appealing new product concepts. In some industries, however, companies may not be able to make use of lead‐users. In such situations, a complementor may be a valuable alternative. Complementors may be defined as development partners “whose outputs or functions increase the value” of the company's own innovations. The purpose of this article is to compare and contrast the advantages obtainable from the lead‐user method and complementor involvement respectively in order to determine the interchangeable value from these different approaches.

A typical case is selected as the empirical foundation, describing a Danish food‐producing company's collaboration with a complementor.

The case analysis shows that complementor involvement may lead to output‐related, process‐related, and system‐related advantages comparable with advantages obtainable from the lead‐user method. The findings, however, reveal some variations in these advantages. Compared with the goals set by the Danish food‐manufacturing company, output‐related advantages are achieved, e.g. in terms of higher product novelty, whereas the company's goal for enhancing its market position is not reached. Several process‐related advantages are also accomplished in terms of enhanced internal collaboration and improved cross‐functional communication. However, the company faces challenges related to how close the complementor relation might become.

This research is based on a single case study in the food industry in Denmark.

From this paper, new knowledge and insight into complementor involvement in product development as well as the related advantages and disadvantages can be derived. In academia, this knowledge contributes to deepening understanding of external partnering in product development in general. The managerial implications to be derived are associated with the potential value generated from complementor involvement in product development.

Despite the recent growing interest in user‐led organisations (ULOs), they remain an under‐researched area of volunteer sector activity, with the majority of the literature emanating from North America. This article attempts to redress this imbalance by reporting on the innovatory features and challenges facing mental health ULOs in England, particularly in light of recent government policy prioritising generic pandisability ULOs. In‐depth qualitative interviews were undertaken with a purposive sample of 48 service users and staff from four geographically dispersed mental health ULOs in England. Innovatory features identified by staff running and service users attending mental health ULOs were: being user‐led; their non‐hierarchical organisational structures; and community‐inclusive activities. The challenges identified were: maintaining a user‐led ethos; managing the tension between being user‐led or user‐managed; and relationships with funders. Recent policies that recognise and promote the development of ULOs are encouraging, although the emphasis on generic, pan‐disability ULOs may impede the innovatory ethos and development of mental health ULOs.