دانلود رایگان مقاله لاتین منابع نوآوری کاربران داخلی و خارجی از سایت الزویر
عنوان فارسی مقاله:
مقایسه کاربران داخلی و خارجی به عنوان منابع نوآوری
عنوان انگلیسی مقاله:
Comparing internal and external lead users as sources of innovation
سال انتشار : 2016
برای دانلود رایگان مقاله منابع نوآوری کاربران داخلی و خارجی اینجا کلیک نمایید.
بخشی از مقاله انگلیسی:
2. Theoretical background
2.1. Users and employees as sources of ideas User innovations are an important and prolific source of innovation (Bogers et al., 2010; von Hippel, 1976) and a main source of ideas for firms (Cohen et al., 2002; Poetz and Schreier, 2012). For example, 6.1% of consumers in the UK innovate, and taken as whole invest more in developing innovations than all UK firms combined spend on research and development(von Hippel et al., 2012). Users’ ideation efforts are driven by the motivation to use an invention (von Hippel, 2005). Not all users are equally likely to innovate but innovative activity occurs especially among lead users (von Hippel, 1986). Lead userness is a continuous and domain-specific individual characteristic (Morrison et al., 2004) with two components (von Hippel, 1986). First, lead users are at the forefront of trends in the marketplace, and thus experience needs ahead of other users; second,leadusers gaingreater benefitfromobtaining solutions to their needs. Lead users are more likely to innovate and also more likely to develop more commercially attractive innovations than other users (Franke et al., 2006). Another key source for innovative ideas for firms is their employees (Poetz and Schreier, 2012), and internal ideas often represent the starting point of the innovation process (Van de Ven, 1986). Employees’ creativity is the outcome of the interplay between individual and contextual factors (Woodman et al., 1993). In a recent review of employee creativity in organizations, Anderson et al. (2014) offer a comprehensive list of individual (e.g., traits and motivation), task context (e.g., job complexity and job requirements), and social context (e.g., leadership and social networks) related factors which affectindividual creativity in organizations. User ideas and employee ideas differ with respect to their quantity and their quality (Franke and Shah, 2003; Franke et al., 2006; Kristensson et al., 2004; Lilien et al., 2002; Magnusson, 2009; Magnusson et al., 2003; Poetz and Schreier, 2012). Some studies show that employee-generated ideas score higher than user-generated ideas on criteria such as realizability within the organization (Kristensson et al., 2004; Magnusson, 2009; Poetz and Schreier, 2012). In other words, it may be more difficult to develop users’ ideas into commercial products, most probably because employees, in contrast to users, have knowledge about the technology in place and which ideas are implementable by the firm (Magnusson, 2009). However, employees’ ideas score lower than external users’ ideas for use-related criteria such as originality, user value, and market potential (Kristensson et al., 2004; Magnusson, 2009; Magnusson et al., 2003; Poetz and Schreier, 2012). This argument is rooted in user innovation research which claims that it is users not producers who face problems during use, which in turn results in users generating more innovative ideas (Lüthje and Herstatt, 2004). Absorbing ideas originating from users outside the organization can be difficult for firms (cf. Priem et al., 2012). Innovative users outside the firm can be hard to locate (von Hippel et al., 2009) and organizations may lack mental schemes to understand user knowledge (Dougherty, 1992; Mahr and Lievens, 2011). One way for firms to obtain user ideas without crossing organizational boundaries is to look for ideas from employees who are also users of the firm’s products (Harrison and Corley, 2011; Hyysalo, 2009; Schweisfurth and Raasch, 2015; Wadell et al., 2013). Such internal lead users are a very common phenomenon in consumer industries such as sports, healthcare, and the leisure industry. But they also exist in B2B settings, in which one organization contains a manufacturing unit and a user unit, e.g. in the construction industry (Block et al., 2016) or in the robotics industry (Roy and Sarkar, 2015). Internal lead users can assume various key roles in the new product development process which foster innovation in the firm, ranging from idea generators through product testers to opinion leaders in markets (Wadell et al., 2013). Firms often try to leverage these employees’ use expertise by integrating them into new product development or by supplying them with prototypes for informal testing during their leisure time (Schweisfurth and Herstatt, 2016). Internal users span the two thought worlds (Dougherty, 1992) of users and the firm, and link user knowledge with organizational knowledge. Due to their dual embeddedness in the use and organizational contexts, we can expect them to combine knowledge from both domains, and to differ in their creative output from ordinary employees and external users.
2222
کلمات کلیدی:
EconPapers: Comparing internal and external lead users as sources ... econpapers.repec.org/RePEc:eee:respol:v:46:y:2017:i:1:p:238-248 by TG Schweisfurth - 2017 - Cited by 2 - Related articles Jan 9, 2017 - By Tim G. Schweisfurth; Abstract: External lead users' ideas are valuable to firms but difficult to access due to their location outside ... Comparing internal and external lead users as sources of ... - Journal-dl journal-dl.com/item/591087013fbb6e1374318960 Comparing internal and external lead users as sources of innovation. Download Now (1.01 MB). Paper Details. DOI: 10.1016/j.respol.2016.11.002; Authors: ... Comparing internal and external lead users as sources of ... - DeepDyve https://www.deepdyve.com/.../comparing-internal-and-external-lead-users-as-sources-... Read "Comparing internal and external lead users as sources of innovation, Research Policy" on DeepDyve, the largest online rental service for scholarly ... Differentiation between external and internal cuing: An fMRI study ... https://www.ncbi.nlm.nih.gov › NCBI › Literature › PubMed Central (PMC) by E Gowen - 2007 - Cited by 36 - Related articles Differentiation between external and internal cuing: An fMRI study comparing ...... reliance on visual feedback and thus lead to differential cerebellar activation. Comparing internal and external impacts of sustainable innovation: an ... https://link.springer.com/article/10.1186/s40497-017-0061-7 by W Abaza - 2017 - Related articles Comparing internal and external impacts of sustainable innovation: an ...... Does corporate social responsibility lead to superior financial performance? 3 The Benchmarking Process | Measuring Performance and ... https://www.nap.edu/read/11344/chapter/5 Internal benchmarks are often the starting point for quantitative process ... External benchmarks provide the added advantage of comparing against competitors. .... Benchmarking, The Search for Industry Best Practices That Lead to Superior ...
