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This study aims to explore the different effects of inter-community group networks and intra-community group networks on group innovation.

The authors used a pooled panel dataset of 12,111 self-organizing innovation groups in 463 game product creative workshop communities from Steam support to test the hypothesis. The pooled ordinary least squares (OLS) model is used for analyzing the data.

The results show that network constraint is negatively associated with the innovation performance of online groups. The average path length of the inter-community group network negatively moderates the relationship between network constraint and group innovation, while the average path length of the intra-community group network positively moderates the relationship between network constraint and group innovation. In addition, both the network density of inter-community group networks and intra-community group networks can negatively moderate the negative relationship between network constraint and group innovation.

The findings of this study suggest that network structural characteristics of inter-community networks and intra-community networks have different effects on online groups’ product innovation, and therefore, group members should consider their inter- and intra-community connections when choosing other groups to form a collaborative innovation relationship.

This study aims to explore how and when learning from others promotes creative performance over the contributor’s tenure in the context of open innovation communities.

The authors analyze a publicly available data set that includes 25,923 innovative items developed by 2,194 contributors from an open innovation community of an online game spanning eight years. Logistic regression model is used for analyzing the data.

The results show that multicultural experiences are negatively related to contributor’s creative performance, and this negative relationship weakens as contributor’s tenure increases. While diverse skills are positively related to contributor’s creative performance, and this positive relationship strengthens as contributor’s tenure increases.

This research highlights the importance of online team collaboration in knowledge transfer through learning from others in open innovation communities. By identifying two outcomes of learning from others through online team collaboration, the authors demonstrate the double-edged role of learning from others and advance the understanding on how the effect of learning from others varies over the contributor’s tenure. These results expand the understanding of online team collaboration and provide a new perspective for research on learning from others.

With the proliferation of ideas submitted by users in firm-built online user innovation communities, community managers are faced with the problem of user idea overload. The purpose of this paper is to explore the influencing factors on the idea adoption to identify high quality ideas, and then propose a method to quickly filter high value ideas.

The authors collected more than 110,000 data submitted by Xiaomi community users and analyzed the factors affecting idea adoption using a multinomial logistic regression model. In addition, the authors also used BP neural network to predict the idea adoption process.

The empirical results show that idea semantics, number of likes, number of comments, number of related posts, the existence of pictures and self-presentation have positive impact on idea adoption, while idea length and idea timeliness had negative impact on idea adoption. In addition, this paper calculates the idea evaluation value through the idea adoption process predicted by neural network and the mean value of idea term frequency inverse document frequency (TF-IDF).

This empirical study expands the theoretical perspective of idea adoption research by using dual-process theory and enriches the research methods in the field of idea adoption research through the multinomial logistic regression method. Based on our findings, firms can quickly identify valuable ideas and effectively alleviate the information overload problem of online user innovation communities.

Online innovation communities are central for many organizations seeking to advance their innovation portfolio. While these communities rely on consumers to collaborate in the innovation process, it remains unclear what drives these consumers to perform value co-creation activities and what value dimensions they derive as a result. This paper aims to advance the understanding of value co-creation in the online collaborative innovation context. Specifically, it aims to examine social and individual factors driving such activities, and the value derived from the perspective of the member.

A self-administered online questionnaire was used to collect data from collaborative innovation community members yielding 309 complete responses. Structural equation modelling was used to analyse the data, using variance-based structural equation modelling with partial least squares path modelling in SmartPLS.

Results confirm that distinct social and individual factors facilitate individual value co-creation activities, including the provision of feedback, helping, rapport building and information sharing. Furthermore, the research confirms the mediating role of learning on these relationships.

This study contributes to the micro-foundation movement in marketing by undertaking an independent examination of value co-creation activities and their nomological network.

A shift in the mindset of managing for collaborative innovation is required, from a focus on collaborative product development to the management of an online community where members derive value from their co-creation activities.

This research is the first to offer insight into important individual and social pre-conditions and subsequent value outcomes of four common value co-creation activities. It informs practice about how to facilitate value co-creation activities and contribute to the co-creation of value for online innovation community members.

This paper aims to conceptualize two patterns of user recognition mechanisms and two kinds of user contribution behavior in enterprise-hosted online product innovation community and explain their relationships between user recognition mechanisms and user contribution behavior of online product innovation community.

A Chinese enterprise-hosted online innovation community and an American enterprise-hosted online innovation community are selected as research objects. Four Logit models are developed and some hypotheses are supposed from the perspective of prosocial behavior theory. Objective user data with three months from two online product innovation communities are collected to test with Logit regression analysis.

Findings show that there are obvious correlations between user recognition mechanisms and user contribution behavior, and there is also an obvious difference in community user activity level between the quantity-based user recognition mechanism community and the quality-based user recognition mechanism community. More specifically, in the online product innovation community with quantity-based recognition mechanism, both variables of peer recognition and community image motivation significantly affect user proactive contribution behavior. In the online product innovation community with quality-based recognition mechanism, the variable of peer recognition significantly affects both user proactive contribution behavior and user responsive contribution behavior; the variable of community image motivation significantly affects both user proactive contribution behavior and user responsive contribution behavior.

Although it is voluntary, online user voluntary contribution behavior still need to be presented, recognized and affirmed by community. For enterprise-hosted online community managers, they should pay more attention to design the reasonable online community user recognition mechanism with the coexistence of quantity and quality.

The theoretical contribution in this study is to enrich the existing research theme about enterprise-hosted online product innovation community. First, it conceptualizes two patterns of user recognition mechanisms. Second, it regards the variable of user contribution behavior as the co-existence of proactive contribution and responsive contribution. Third, from the perspective of prosocial behavior theory, it is an important supplement to explain the mechanism of user contribution behavior in enterprise-hosted online product innovation community. Fourth, it deepens the overall understanding of the relationship between user recognition mechanism and user contribution behavior. This study provides theoretical guidance for enterprises how to design reasonable and efficient online product innovation community platform. The theoretical contribution in this study is to enrich the existing research theme about enterprise-hosted online product innovation community. First, it conceptualizes two patterns of user recognition mechanisms. Second, it regards the variable of user contribution behavior as the co-existence of proactive contribution and responsive contribution. Third, from the perspective of prosocial behavior theory, it is an important supplement to explain the mechanism of user contribution behavior in enterprise-hosted online product innovation community. Fourth, it deepens the overall understanding of the relationship between user recognition mechanism and user contribution behavior. This study provides theoretical guidance for enterprises how to design reasonable and efficient online product innovation community platform.

The internal resources of a firm should not be regarded as the only source of innovation; organizations need to look at the external sources which can contribute greatly. This can happen through the recent development in technologies and the emergence of social media; such advancements have empowered consumers to have social interaction with their peers in online communities. As a source of generation of innovative ideas, company-based communities have not received enough attention, although they are strong drivers for co-creation of value by customers. Easy online communication channels, facilitated through online communities, have developed open innovation as an attractive means of customer involvement in value creation. However, literature in this area is devoid of empirical research on the way consumers can participate in open innovation communities using Web 2.0 technologies. The paper aims to discuss these issues.

This paper, therefore, looks at the opportunities offered by social media to firms for open innovation in the context of new product development (NPD). The study is based on social support theory and the concept of social media generating open innovation; a model for the research has thus been proposed. The model has been tested using partial least square through an online questionnaire.

The results indicate that social media is a cost-efficient way for firms to look at external sources of innovation, specifically in NPD. Online communities, developed specifically for new products, can support the innovation process for the business sector. The paper discusses the results of this empirical research and has some practical implications for practitioners in this field.

The study indicate that social media empower individuals to come online, get involved in social interaction and share their experiences about a new product with other peers in the network. Social media and informational support, as social capital of online communities, both have influence on participation of individuals in the online communities of open innovation for NPD.

This chapter advances our understanding of collaborative innovation processes that span across organizational boundaries by providing an ethnographic account of idea generation dynamics in a member-initiated online songwriting community. Applying a science and technology studies perspective on processes “in the making,” the findings of this chapter reveal the generative entanglements of three processes of content-in-the-making, skill-in-the-making, and community-in-the-making that were triggered and maintained over time by temporary stabilizations of provisional, interim outcomes. These findings also elucidate interferences between these three processes, particularly when an increased focus on songs as products undermines the ongoing collaborative production of ideas. Regular interventions in the community design were necessary to simultaneously stimulate the three processes and counteract interfering tendencies that either prioritized content production, community building, or skill development, respectively. The authors conclude that firms seeking to tap into online communities’ innovative potential need to appreciate community and skill development as creative processes in their own right that have to be fostered and kept in sync with content production.

This paper aims to examine the open innovation engagement process in terms of how online community members create and share knowledge for open innovation and the consequences of engagement.

A mixed methods approach based on netnography (Study 1), qualitative interviews (Study 2) and surveys (Study 3) was adopted in three studies.

The results of Study 1 show that hotel brand community members actively create and share their knowledge by evaluating hotel policies, providing service suggestions and creating new service ideas. The results of Study 2 identified enjoyment and empowerment as major antecedents of the engagement and brand loyalty and a sense of brand community as major consequences. In Study 3, the relationships among them were quantitatively examined.

This research provides empirical knowledge on online engagement and identifies the innovation value of online platforms. The research also provides knowledge on the engagement process for open innovation by online community members in terms of its antecedents and consequences. As a main limitation of the study, this research only focuses on a single online brand community.

While most existing tourism research analyzes the role of user-generated content in customer decision-making, this research provides a fresh insight into the innovation value of customer knowledge.

The purpose of this article is to obtain an in-depth insight into the nature and impact of customers´ cocreation experiences in online communities and the effects of customer cocreation on innovation processes.

This study is focused on an online cocreation community created by a market research company on behalf of a company. By means of a case study approach and through in-depth interviews, the authors identify the actual customer experiences and measure (or assess) the degree of involvement of customer creativity and experience in new idea generation.

Cocreation experience can be enhanced through evoking pragmatic, sociability, usability and hedonic experiences and more positive experiences and therefore, outcomes of collaborative innovation in online communities can be achieved. Findings show a classification of each role the community moderator/community manager and peer online community members perform as antecedents of cocreation experience, highlight the value of group feeling/sense of community/sense of belonging and homophily/communality in achieving that, the nature of a supportive online platform and give an overview of positive and negative outcomes of cocreation experience.

This case study provides with valuable insights in the phenomenon of customer cocreation and how to enhance participation of community members in collaborative innovation in online communities through positive experience, which is important for businesses involved in innovation trajectories and product and service improvement efforts.

The purpose of this paper is to explore and illustrate how organizations may use online communities strategically to adapt to a changing business environment, specifically from a dynamic capabilities perspective.

The paper presents empirical evidence from three cases.

Online communities may help organizations to adapt to a changing business environment by allowing them to sense opportunities and threats, seize opportunities and reconfigure organizational assets.

The paper contributes to both the strategy and the information systems literatures by providing empirical insights into the strategic use of online communities.

The results of the paper are relevant for managers, helping them to understand the strategic role online communities (may) play and illustrating ways to use them accordingly.

The paper addresses a previously defined gap in the literature and provides novel empirical evidence. As online communities become integral parts of digital strategy and open innovation initiatives, the paper is both timely and relevant.