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This paper aims to explore how social media can be used strategically for delivering the promises of open innovation and examines the types of structure that can foster the integration of these new tools with more classic top-down innovation approaches.

A single case study of, ALPHA (pseudonym), a multinational company that combined an integrated strategy and the creation of a lean structure with the full potential of social media.

To take on the challenges of energy transition, ALPHA has implemented a low-cost approach allowing it to harness the promises of open innovation. This combined the introduction of a lean structure, two social media platforms and processes that ensured the integration of open innovation activities with existing departments.

The research is based on a single case study. Further research should be conducted to establish the generalization of the results.

This paper highlights the key success factors in making such a light approach successful, namely, controlling cost and disruption of open innovation; integration matters; leveraging complementarities with existing social media initiatives; and bottom-up adoption.

The research provides a unique approach that can be practically implemented to leverage social media to deliver the promises of open innovation and offers an original way of integrating social media lead innovation and open innovation strategies with more classic R&D activities.

Labs are meant for the creation of new products and services or to overcome innovation challenges (Carstensen & Bason, 2012). Media labs, besides the name, go beyond the media industry concepts to respond to technology, communication, and economic changes (Bisso Nunes & Mills, 2021). For that, they integrate public spaces, media, arts, and tech. In short, media labs are organizational structures that allow for experimentation and development, and facilitate open innovation and individual and organizational learning. Many media labs are focused on accelerating media involvement in functional and experimental innovations and rise in a context unrelated to the temporality of media content production, on a systematic innovation approach. But media labs also represent great diversity. In this chapter, we explore key elements of the media lab phenomenon: history, definition, evolution and appearance globally and in Latin America, emergence beyond the media industry, and, by the end, final thoughts about media labs' roles amid future organizational and technological transformations.

This chapter examines the marketplace context for media innovations. This includes factors that have been well researched and about which much is known, for example, pricing and early adopters, as well as marketplace elements and patterns that are not so thoroughly understood but are nonetheless very important in understanding the process of adoption, for example, the role of serendipity. It reviews patterns of adoption that were prevalent in the twentienth century but which have changed in the twenty-first century, for example, how word of mouth has been transformed by social media. Declines and failures as well as successes along with the international scope of media innovations, including in developing countries, are accessed.

The advantages and disadvantages of large and small companies creating media innovations are reviewed as are the respective roles of content creation and distribution. The concluding discussion section describes the contexts for media innovations today, including concerns about their privacy, use of media in public places, filters for new media innovations to identify likely successes, and the importance of teams in developing media innovations.

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 study is to understand the strategy adopted by family firms in using social media for their business. Based on the social media usage, this paper attempts to segment family firms. To do so, a reactive – proactive – innovative (RPI) scale was developed for the study. Then, the family firms were categorised as reactive, proactive or innovative social media users. Further, based on the scale developed, clusters were created. Family firms were placed into different clusters based on the strategy that they had for using social media platforms for their business.

A pilot sample of 50 family firms and a main study of 256 Indian family firm entrepreneurs were surveyed through self-administered questionnaires. Factor analysis reduced the 12 scale-based questions to three distinct factors. Confirmatory factor analysis was then conducted on the main sample to confirm the constructs identified using exploratory factor analysis. Cluster analysis was used to build clusters of entrepreneurs who use social media as part of their digital marketing strategy.

Findings reveal that the Indian family firm market is largely divided into four main segments. These segments represent distinct behaviours with respect to the use of social media. The four segments of family firm entrepreneurs were named as high rollers, ignorant inhabitants, trend-setters, combative crowd based on their social media usage behaviour. These clusters give deep insights into the strategic usage of social media by family firms.

The limitation of this study is that entrepreneurs from all Indian states were not considered in the sample because of cost implications. This research study has only created the segmentation of the family firms as reactive, proactive or innovative social media users and also has created the clusters as high rollers, ignorant inhabitants, trend-setters and combative crowd. Also, the reasons for their behaviour and root cause for the strategic usage have not been studied.

This study reflects on current practices of family firms with respect to usage of social media and groups them into large identifiable clusters. Equipped with the findings from this study, the RPI scale developed for the study and the clusters created, entrepreneurs can now move towards better use of social media for innovation.

Although past studies have advocated the use of social media to spur innovation in firms, this study segments the current market based on their practices. It allows readers to gauge the proportion of family firms using social media for innovation and paves the way for a change in behaviour amongst these firms.

The purpose of this paper is to empirically investigate how big data collected from social media contribute to knowledge management practices, innovation processes and business performance.

The study used 418 questionnaires collected from firms that actively invest in marketing, advertising and communication in the Italian market. The hypotheses testing and analysis were conducted using structural equation modeling.

The results reveal that customers’ data gathered from social media produce different effects on knowledge management practices and firms’ innovation capacity. Furthermore, increased innovation capacity turned out to affect customer relationship performance directly, while it contributes to gain better financial performance only when it is used to gain relational outcomes.

The outcomes of the study help firms to develop a clear understanding about which big data retrieved from social media can be useful to improve their knowledge management practices and enhance their innovation capacity. Moreover, by investigating the mediating role of big data knowledge management in the context of social media knowledge acquisition and innovation capacity, this study also extends the mediation variables used to understand the relationship between knowledge capabilities and practices and innovation constructs.

Based on media choice theories and real option theory, this study aims to explore the role of communication media portfolio in achieving collaborative innovation with suppliers.

Using data of the Study of Competitiveness, Technology and Firm Linkages 2002 collected by the World Bank and the Enterprise Survey Organization of the Chinese National Bureau of Statistics, this study employed logit model to test the hypotheses. Moreover, some robustness analyses were conducted.

This study suggests that media multiplicity increases the probability for a firm to achieve collaborative innovation with suppliers on the basis of real option theory. Furthermore, distance from the suppliers and relationship formality make media multiplicity further important in collaborative innovation with suppliers.

Through investing how communication media portfolio affecting collaborative innovation with suppliers and the contingency factors, this study complements existing studies just concentrating on supplier capabilities, relationships with suppliers and characteristics of supplier network. Moreover, this study contributes in the information system field by exploring the role of media portfolio rather than individual media.

The purpose of this study is to examine the underlying mechanisms of exploitative innovation and exploratory innovation between social media usage and organizational agility, and elucidate the moderating role of learning goal orientation (LGO) in the above relationships, based on adaptive structuration theory (AST).

Based on a multiple-respondent matched survey of 334 Chinese e-commerce firms, authors employed structural equation modeling to examine the correlations among social media usage, exploitative innovation, exploratory innovation and organizational agility. Hierarchical regression analysis was used to examine the moderating role of LGO.

This study's empirical findings demonstrate that exploitative innovation and exploratory innovation mediate the relationship between social media usage and organizational agility in different ways. Further, LGO positively moderates the relationship between social media usage for customer acquisition and exploratory innovation, as well as the relationship between social media usage for customer relationship and exploitative innovation.

Firms are advised to leverage different types of social media usage to facilitate exploitative innovation and exploratory innovation and promote organizational agility. In addition, LGO within a firm should be established to enhance the effects of social media usage on exploitative innovation and exploratory innovation.

This study adds to the literature on social media usage by proposing and examining exploitative innovation and exploratory innovation as explanatory mechanisms to facilitate organizational agility. This study further identifies LGO as a boundary condition of social media usage's effect on exploitative innovation and exploratory innovation. By contextualizing social media as advanced information technology, this study contributes to the contextualization of AST in the social media context.

The purpose of this paper is to study the effects of social media usage on four knowledge creation processes, namely socialisation, externalisation, combination and internalisation, and innovation in small and medium enterprises (SMEs).

A sample of 96 SMEs has been used to gather data through a standardised questionnaire and test the hypotheses through OLS regression models.

The results indicate that social media influence positively three out of four knowledge creation processes and that they help to foster the innovation process.

From a theoretical perspective, the study contributes to literature considering a specific digital tool and its effect on knowledge creation and innovation. In fact, a few studies have considered the impact of social media usage on other variables, such as ROI and productivity, but never on knowledge creation and innovation through a quantitative study. From a managerial perspective, the research suggests managers to implement and involve social media within business and innovation processes.

With social media usage growing rapidly in business sustainability in manufacturing sectors, the means through which manufacturing firms can incorporate it into the pursuit of environmental sustainability are largely under-researched by academics. Drawing upon the dynamic capability view, this study examines the indirect relationship between social media usage and sustainable innovation in manufacturing sectors.

The study was based on analyzing data collected through a questionnaire survey on Chinese manufacturing firms. Partial least squares structural equation modeling was applied to test the hypotheses.

The results show that social media usage has a positive effect on sustainable innovation in the manufacturing sectors. Firms' sustainable dynamic capability mediates the relationship between social media usage and sustainable innovation. In addition, the effects of social media usage on firms' sustainable dynamic capability are stronger when stakeholder pressure is stronger and top management team commitment is higher.

This study highlights social media application as an important, yet underexplored, factor in sustainable innovation of manufacturing firms. The findings also untangle the mechanism of sustainable dynamic capability by which social media usage improves sustainable innovation for manufacturing firms.