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Online customer reviews is an important information resource for product innovation. This study aims to investigate the impact of online customer reviews on iterative innovation of software products and the moderating roles of product complexity in the process of online reviews influencing product iterative innovation.

To empirically test the hypotheses, this paper built a panel data of 500 software products from 2019 to 2021 and applied Poisson regression analysis.

Empirically results reveal that both sentiment and quantity of online customer reviews have positive effects on iteration innovation of software products. In addition, the authors find that product complexity negatively moderates the relationship between online reviews and iterative innovation.

This study suggests that firms can acquire valuable information from customers’ online reviews for product iterative innovation and improvement. However, for high-complexity products, it may be difficult for enterprises to obtain useful information for iterative innovation from online reviews. On the other hand, this study provides a reference for firms to choose more useful online reviews from the perspective of sentiment.

This paper provides a new finding that there is a positive relationship between online customer reviews and iterative innovation of software products. Moreover, the authors also provide a deeper understanding of how online customer reviews affects iterative innovation by examining the moderating roles of product complexity.

This masterclass examines how customer-centric marketing, using new perspectives developed by Clayton Christensen and others, can guide new product and service innovation. Christensen’s Jobs Theory revolves around the observation that “customers don’t buy products or services,” but rather “pull them into their lives to make progress” in some way that is particularly valuable to them.”

Two recent books are discussed in detail– Competing Against Luck: The Story of Innovation and Customer Choice (2016), by Christensen and co-authors Taddy Hall, Karen Dillon and David Duncan and Sense & Respond: How Successful Organizations Listen to Customers and Create New Products Continuously (2017) by design and innovation experts, Jeff Gothelf and Josh Seiden

In coming to view innovation through the lens of Jobs Theory, what you see is not so much the customer at the center of the innovation universe, but “the customer’s Job to Be Done,”which “may seem like a small distinction, but, in reality, “it changes everything.”

Identifying a well-defined Job to Be Done offers a kind of innovation blueprint which is different’ from the traditional marketing concept of “needs” because of the ‘much higher degree of specificity required to identify precisely what it is you are trying to solve for in particular use-case contexts.

When applied astutely, the concept of “Job to Be Done”can improve a company’s track record at new product or service introduction. For the first time it gives managers and other corporate leaders a guidebook for making innovation initiatives more likely to be successful.

The masterclass describes how companies are rapidly moving away from firm-centric views of value to a more customer-centric perspective of how value is created and co-created in an age of ubiquitous connectivity and producer-consumer real-time interaction.

This masterclass focuses on the insights of Harvard marketing expert Thales Teixeira’ book Unlocking the Customer Value Chain: How Decoupling Drives Consumer Disruption.

Professor Teixeira argues that change in consumer behavior, rather than technology, is the primary source of disruption in many industries, particularly in those likely to be most impacted by digitization. By paying close attention to the customer’s value chain, entrepreneurs can spot potential new opportunities for disruption and incumbents can figure out how best to respond to potential challenges.

When delving deeply into the customer value chain for disruptive innovation opportunities, it is important to recognize that customers always pay you with three ‘currencies,’ their money, their time and their effort.

By highlighting the common phenomenon of decoupling and how it operates, Teixeira helps make its disruptive potential more transparent and predictable for both disruptors and incumbents alike. Teixeira’s research identified three different types of decoupling: value-creating decoupling, value-eroding decoupling and value-charging decoupling.

The purpose of this paper is to satisfy a clear gap in the main field of open innovation research whereabouts a very little scholarship try to analyze the mechanisms of innovative milieu down smart cities environments by applying through innovative projects that seem to support efficiently the entry of private firms and citizens in public collaborations.

The research performed an exploratory and qualitative evaluation based on the case study method built on the evaluation of organizational behavior and urban boosting innovation through smart city initiatives. In doing so, after a literature review in smart city as well in lean methodology fields, the case of Turin Smart City follows.

As acknowledged by international literature, the paper shows how a lean approach enables local government to define and realize smart projects and initiatives in a faster and more effective way. Particularly, the government in one of the main cities in Italy, id est Turin, combines a lean methodology with the job-to-be done approach, according a new concept of smart initiatives involving a startup mentality for the lead users which enables interesting predictions relating the human aspects of open collaborations.

The specificity of this inquiry highlights valuable insights from double-gate smart cities’ innovation, social and urban as well. The research is largely interpretative and exploratory and while this provides a solid scientific foundation for further research, it does not, itself, subject any hypothesis to statistical testing and validation.

Since the city approached the smart city subject in a lean way, it was able to realize some projects in a faster way. Through specific initiatives, the city acquires the ability to involve more and better all its stakeholders such as citizens, companies, and public employees, among others. In this regard, the paper invigorates managerial debates concerning the urban and social aspects of open innovation ecosystems which represent in our minds a superior level of open innovation, testbeds of positive knowledge, and stimulus of knowledge dissemination process around the city.

The current study aims to structure the existing knowledge about organizational agility from the information systems (IS) capabilities view and synthesizes how agility is enabled by big data analytics (BDA).

This study performs a systematic literature review with the lens of IS capabilities view and provides an integrative framework that represents how BDA improves organizational agility through the mediation of IS capabilities.

This systematic literature review synthesizes what is known and identifies what remains to be further studied with a focus on the relationship between BDA competency and organizational agility, which contributes to academic performance in BDA and agility research communities.

Despite a growing body of literature on the relationship between BDA and agility, a consolidated and systematic understanding of how BDA can enable organizational agility is generally missing. Therefore, the current study addresses this gap by proposing an integrative framework that elucidates the processes in which BDA competency leads to agility through the mediation of IS capabilities.

The purpose of the present research is to introduce a combined framework that integrates innovative work behavior, product innovation process and customer knowledge management; then, to explore the mediating effect of customer knowledge management in the relationship between innovative work behavior and the product innovation process.

The basis for the present research is a cross-sectional design. Data collection from 154 employees occurred using the following structured questionnaires: Customer Knowledge Management (CKM), Innovative Work Behavior (IWB) and Product Innovation Process (PIP). Data processing used SPSS version 26.0, including the PROCESS (3.5) macro analysis.

The results show positive relationships between innovative work behavior and the product innovation process (r = 0.420, p < 0.01). Pearson's correlation shows a coefficient of 0.42, meaning that 42% of the variations in perceived product innovation are due to variations in innovative work behavior. The second condition of the mediation test involved testing the relationship between the independent variable (Innovative Work Behavior) and the mediating variable (Knowledge Management) and showed a significant relationship (r = 0.272, p < 0.01). The findings suggested that knowledge management that other determinants supported, such as collaboration in idea exploration, idea championing and encouragement of participation in idea implementation, significantly contributed to the product innovation process (r = 0.509, p < 0.01). The bootstrapping method confirmed that innovative work behavior supports product innovation through the mediation of customer knowledge management (z = 3.01, p = 0.002).

The cross-sectional design, along with the relatively low number of participants and the self-reporting nature of the questionnaires, represent the current study's main limitations. Developing the research model could integrate new variables, such as customer co-creation processes, performance-based compensation, employee citizenship activities and transformational leadership.

This research has both theoretical and practical implications. These emphasize the importance of further investigation into the factors influencing companies' innovation processes. They also provide managers with a means of finding a fit between the deployment of customer knowledge mechanisms and the achievement of innovative workplace behavior, to improve innovation process efficiency.

The current study broadens the empirical research area of customer knowledge management and its impact on both innovative work behavior and the product innovation process, particularly in knowledge-intensive market scenarios that require organizations to be innovative.

The purpose of this study is to investigate the impact of user-driven innovation (UDI) and employee intrapreneurship (EI) on the innovation performance of platform enterprises through the mediating role of market intelligence responsiveness (MIR) and the moderating role of knowledge and information resource acquisition (KRA and IRA, respectively) between MIR and innovation performance.

Data were collected from 167 platform enterprises in northern, eastern and southern China with survey questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises' information.

The results indicated that both UDI and EI, particularly synergy, positively influenced the innovation performance of platform enterprises. Furthermore, higher innovation performance resulted from high congruence between UDI and EI, and the innovation performance of enterprises increased when UDI and EI shifted from being incongruent to congruent. Lastly, MIR played a mediating role in this relationship, and both KRA and IRA played a positive moderating role between MIR and innovation performance.

Platform enterprises should pay attention to external users and internal employees to achieve their development goals and establish tripartite cooperative relationships involving firms, employees and users. Enabling platform enterprises to develop continually and in a healthy way requires the integration and utilization of all types of resources.

This was an empirical study on the impact mechanism of employees and users on the innovation performance of platform enterprises in China.

The purpose of this paper is to explore why innovative service ecosystems scale up, using a service-dominant logic lens. The focus is on identifying the key drivers of the scaling-up process as the basis for a new conceptual framework on the scaling up of service innovations.

An inductive research design is used to zoom in on two innovative service ecosystems, Eataly and KidZania, to identify the key drivers that can explain why innovations scale up. For both companies, the triangulation of semi-structured interviews, archival sources and in-store observations is used as complementary data sets. Multiple investigators and multiple coders have been involved in the data collection, coding process and analysis.

An extended conceptualization of service innovation is obtained, grounded in a framework of four drivers of scaling up: effectuation as the basis for creating the value proposition; sensing and adapting to local contexts; the reconfiguration and alignment of resources and forms for collaboration between actors; and values’ resonance.

This study represents one of the first empirical investigations of the key drivers of the scaling up process of service innovations. The paper contributes with a conceptualization of service innovation and why scaling-up processes emerge, emphasizing the existence of multiple constellations of four drivers.

This paper aims to examine the role of learning orientation in building brand equity for B2B firms. The present research proposes that learning orientation contributes to the development of innovation and marketing capabilities and, in turn, leads to enhanced industrial brand equity. Furthermore, the moderating effect of firm size in these processes is investigated.

The hypotheses are tested by administering a survey with a set of managers of manufacturing firms in China.

Innovation capability and marketing capability serve as the mediators between learning orientation and industrial brand equity. The mediating path through innovation capability is stronger for small firms than for large firms.

Learning orientation provides a cultural base for B2B firms to cultivate brand equity. Measurement of industrial brand equity and contingency of its effect requires further investigation.

To transform learning-oriented culture into brand equity, firms need to develop and manage innovation and marketing capabilities. The learning orientation–innovation capability route is more beneficial for small firms.

While a majority of prior literature ignores the impact of organizational culture in driving industrial brand equity, the present research explores learning orientation as a key cultural antecedent of industrial brand equity. A more refined industrial-brand-equity-building mechanism from learning orientation to corporate capabilities and then to brand equity is proposed and tested. The mechanism varies with firm size.