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Platform, open/user innovation, and ecosystem strategies embrace and enable interactions with external entities. Firms pursuing these approaches conduct business and interact with environments differently than those pursuing traditional closed strategies. This chapter considers these strategies together highlighting similarities and differences between platform, open/user innovation, and ecosystem strategies. We focus on managerial and organizational challenges for organizations pursuing these strategies and identify four institutional logic shifts associated with these strategic transitions: (1) increasing external focus, (2) moving to greater openness, (3) focusing on enabling interactions, and (4) adopting interaction-centric metrics. As mature incumbent organizations adopt these strategies, there may be tensions and multiple conflicting institutional logics. Additionally, we consider four strategic leadership topics and how they relate to platform, open/user innovation, and ecosystem strategies: (1) executive orientation and experience, (2) top management teams, (3) board-management relations, and (4) executive compensation. We discuss theoretical implications, and consider future directions and research opportunities.

The purpose of this research is to review empirical research on customer involvement in innovation and identify future research directions that can better connect this research with marketing strategy literatures and offer opportunities for further theoretical development.

We conduct a review of empirical articles published in eight leading marketing and innovation journals between 2001 and 2017.

The review shows that the literature on customer involvement in innovation is highly diverse and fragmented, lacking a common understanding of what constitutes customer involvement in innovation and its theoretical underpinnings. There exists a multitude of conceptualizations of customer involvement in innovation, which limits effective accumulation of domain knowledge. A large number of studies have taken the customer’s perspective to examine their motivation to participate and ability to contribute, whereas less research has been done from the firm’s perspective to understand how firms may effectively manage the well-recognized challenges of customer involvement as well as the implications of customer involvement for long-term innovation strategy and overall performance. Based on the review, we offer recommendations for future research.

We identify important questions for future research that are highly relevant for the practice of customer involvement in innovation.

We provide a systematic review of the rapidly growing empirical research on customer involvement in innovation. We evaluate key points of differences in the literature and offer a synthesis that helps identify opportunities for future research.

User-driven innovation has been proven to successfully increase the value of products and services in companies with direct linkages to the end-user. The construction industry demonstrates low productivity and innovation performance. In refurbishment the end-users are very visible and can either be seen as an innovation potential or burden. The purpose of this study was (1) examine the level of UDI in refurbishment, (2) develop UDI framework suitable for refurbishment and (3) mapping of UDI enablers.

The research design is a case study of renovation within social housing associations, and where user involvement processes have been the primary scope of analysis. The data analysis consisted of the mapping of user-related activities regarding the level of involvement and the extent of power allocated to the end-user in influencing the end product. Additionally, a literature review on UDI has been carried out.

This research validated a possible theoretical implementation of UDI on refurbishment projects. In addition, the research identified present barriers related to the current form of procurement and incentive structures.

The research was only based on Danish refurbishment projects.

This exploratory research has resulted in the development of a potential new paradigm of applying UDI in the construction industry. This research takes the initial steps towards creating a body of knowledge within UDI in the context of refurbishment projects.

This research is pointing towards higher degree of user-driven innovation in refurbishment and in the construction industry in general.

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.

This study first aims to survey the state of user innovation in Iran and then identified barriers and incentives for user innovation in Iran.

In this study, a questionnaire (through 1,360 adults from Iran) prepared by De Jong (2016) was used to survey user innovation.

The results showed: the percentage of user innovators is high in Iran, there is no linear relationship between the income of a country and the percentage of the user innovators, there is a positive relationship between the education level and the percentage of user innovators in Iran, there is no linear relationship between the number of people educated in the scientific and technical fields and the percentage of user innovators. Finally, based on surveying users opinion in questionnaire, four incentives and five barriers in user innovation were identified that can help policymakers to improve their innovation policies.

Literature review in this field showed it was found that in a number of developed countries, the issue of user innovation has been addressed, but in Iran as a developing country, no such research has been conducted so far. In addition, it was found that so far, no comprehensive research has identified barriers and incentives for user innovation, so this study, first surveyed the state of user innovation in Iran and then identified barriers and incentives for user innovation in Iran.

In online user innovation communities (UICs), firms adopt external innovations beyond their internal resources and capabilities. However, little is known about the influences of organizational adoption or detailed adoption patterns on subsequent user innovation. This study aims to examine the influence of organizational adoption, including its level and timing, on users' subsequent innovation behavior and performance.

This research model was validated using a secondary dataset of 17,661 user–innovation pairs from an online UIC. The effect of organizational adoption on users' subsequent innovation likelihood was measured by conducting a panel logistic regression. Furthermore, the effects of organizational adoption on subsequent innovation’ quality and homogeneity and those of the adoption level and timing on subsequent innovation likelihood were tested using Heckman's two-step approach.

The authors found that organizational adoption negatively affects the likelihood of subsequent innovation and its homogeneity but positively affects its quality. Moreover, more timely and lower-level adoption can increase the likelihood of users' subsequent innovation.

This study comprehensively explores organizational adoption's effects on users' subsequent innovation behavior and performance, contributing to the literature on UICs and user innovation adoption. It also provides valuable practical implications for firms on how to optimize their adoption decisions to maintain the quantity, quality, and diversity of user innovations.

This research aims to investigate the effects of innovation types (exploratory innovation vs. exploitative innovation) on users' psychological perceptions (perceived self-improvement and prosocial impact) and continuous knowledge sharing intention and the moderating effects of monetary incentives.

The research model was developed based on the self-determination theory. A two-study approach involving an online survey (n = 338) and an online experiment (n = 160) was employed to collect quantitative data. Structural equation modeling and variance analysis were adapted to analyze the data.

The results show that exploratory innovation leads to higher perceived self-improvement among users than exploitative innovation, whereas exploitative innovation leads to higher perceived prosocial impact than exploratory innovation. The perceived self-improvement and perceived prosocial impact positively affects users' continuous knowledge sharing intention. Monetary incentives moderate the relationships among perceived self-improvement, perceived prosocial impact and continuous knowledge sharing intention.

This research highlights the role of users' experience of initial participation in forming continuous knowledge sharing intentions and also reveals the effectiveness of monetary incentives in different types of innovation activities. The findings provide a more comprehensive understanding of the antecedents of users' continuous knowledge sharing behavior, offering new insights and recommendations for managerial practitioners.

This paper aims to investigate the process of innovation in firms founded by user-entrepreneurs. It also empirically investigates the role of customer involvement and user-entrepreneurs’ learning goal orientation in the innovation process.

A survey design is used to collect data from entrepreneurs managing small businesses. A total of 255 entrepreneurs responded to the survey questionnaire. The partial least square structural equation model was used to test the measurement and structural model.

Results suggest a positive association of user-entrepreneurship with innovation and customer involvement. Results also confirmed that customer involvement mediates the relationship between user-entrepreneurship and innovation. In addition, results suggest that the higher learning orientation (LO) of user-entrepreneurs plays a vital role in innovation by strengthening the relationship between user-entrepreneurship and customer involvement.

The study focuses on small entrepreneurial firms with less than equal to or less than 250 employees. The results may not be generalizable to larger user-entrepreneurial firms. Also, this study is based on American entrepreneurs. Therefore, the results may not be generalizable to other countries.

Evidence for the role of customer involvement and LO in the innovation process can be used by entrepreneurs and small business owners in hiring and training decisions. Also, the findings suggest the important role played by customers in the innovation process. Firms can use this insight to involve their customers in the product development process to secure better innovation outcomes.

This study contributes to the innovation and entrepreneurship literature by emphasizing the critical role of customer networks in user-entrepreneurs’ innovation performance. It offers a process model that offers empirical evidence supporting the positive role of customer involvement in new ventures. It highlights the role of the LO of user-entrepreneurs in the customer engagement process.

In heterogeneously segmented markets, collaborating with product users in product innovation is important for business success. End user innovators and embedded user innovators differ in terms of their prior embeddedness in the target industry. The purpose of this study is twofold. First, the authors empirically compare these two types of user innovators in terms of their diffusion channel selection. Second, the authors analyze how the technological advances of their innovations affect this difference.

Using an online questionnaire survey, this study collected a sample of 237 user-generated innovations in Japan and analyzed several hypotheses using quantitative statistical approaches.

The analysis shows that embedded user innovators are more likely than end user innovators to transfer their innovations to producers rather than peers. As the technological advances of their innovations increase, end user innovators' likelihood of transferring their innovation to producers increases more significantly than that of embedded user innovators.

This is the first paper to investigate the difference between end user innovators and embedded user innovators with respect to their diffusion channel selection as well as the moderating role of technological advances. The findings bring new perspectives to the domains of user–producer collaboration and technology transfer.

The purpose of this paper is to systematically review the existing research and summarize the value co-creation mechanism between enterprises and users in crowdsource-based open innovation (COI).

Crowdsourcing is an effective means for enterprises to launch open innovation. This paper will first introduce the concepts and forms of open innovation and crowdsourcing, and then define COI.

This paper will analyze the key parties in innovative tasks, value co-creation mechanism that creates ideas, the interaction of key participants and the process of integrating internal and external resources to realize open innovation.

In the end, this paper will put forward the theoretical framework for future studies on the development of COI from the perspective of value co-creation.

This thesis will first introduce the concepts and forms of open innovation and outsourcing and then define COI. Then it will systematically review the existing research studies and summarize the value co-creation mechanism between enterprises and users under COI model by analyzing the key parties in innovative tasks, value co-creation mechanism that creates ideas, the interaction mode of key participants and the process of enterprises integrating internal and external resources to realize open innovation.