Users' contributions to radical innovation: evidence from four cases in the field of medical equipment technology

Lettl, Christopher; Herstatt, Cornelius; Gemuenden, Hans Georg

doi:10.1111/j.1467-9310.2006.00431.x

Cited by 364 publications

(292 citation statements)

References 83 publications

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“…This links to recent literature on innovation ecosystems (Adner, 2006) that identifies the importance of building markets as well as 'brilliant products'. Moreover, it is clear that users can contribute to the development of the product itself (Lettl et al, 2006;Von Hippel, 2005). Enrolment (of users and resources) in our cases involved building from existing networks which then acted as a 'centre of gravity' for further networking and enrolment (Kreiner and Schultz, 1993).…”

Section: )mentioning

confidence: 99%

Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities

et al. 2007

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Biomedical innovation typically involves intense collaboration across diverse disciplines, occupations and organizations. Given this, a nation's integrative capabilities (the ability to move between basic science and clinical development) and relational capabilities (the ability to collaborate with diverse organizations) have been identified as crucial for encouraging innovation. However, the impact of such capabilities on innovation has been considered, to date, mainly in macro, structural terms -explaining US national competitive advantage, for example. This paper draws, instead, from a qualitative analysis of biomedical innovation in the UK and US to identify mechanisms influencing innovation at the project level through which macro level capabilities may be having effects. From this we develop a propositional framework that helps to explain the likely impact of such capabilities for characteristically different kinds of innovation projects at the micro level.

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Section: )mentioning

confidence: 99%

Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities

et al. 2007

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“…how to understand customers' needs (and the stickiness of solutions knowledge). Instead of ethnography, von Hippel developed a method called the lead-user theory for how to learn these needs before the competitors (von Hippel, 1986;Herstatt and von Hippel, 1992;Urban and von Hippel, 1998;Olson and Bakke, 2001;Liien et al, 2002;Lüthje and Herstatt, 2004;Lettl et al, 2006;Franke et al, 2006). These issues are discussed in many journals in different subfields, but the most important are Management Science, The Journal of Product Innovation Management and Design Studies.…”

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confidence: 99%

Radical innovation of a business model

Philipson

2016

Competitiveness Review

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Purpose – This paper aims to investigate key antecedents to the use of radical innovation of the business model of a service firm to achieve competitive advantage. “Business model” emerged fairly recently as an academic concept, competing with “sustainable strategic competitiveness”, “strategic fit” (Porter, 1996) and “dominant logic” (Prahalad and Bettis, 1986) to give key explanatory understanding of firm performance. Design/methodology/approach – The article is based on action research, in which the re-engineering of a service business turned into radical innovation of the business model. Findings – Radical innovation (conceived of as a new dominant logic) of the business model of a service firm is shown to give sustainable competitive advantage. It shows how fundamental the concept of business model is to understanding the nature of the business and links it to fundamental academic discussion of recent decades around concepts such as “sustainable competitive advantage”, “structural capital” and “tacit knowing”. Research limitations/implications – This is based on a case, and more research is needed to generalize the findings. Practical implications – In contrast to the knowledge management and structural capital evangelization, much tacit knowing cannot be converted to structural capital. Originality/value – Business model is a central concept to understand business performance, but must not be conceived as all-encompassing. We give a model for what the concept should cover and contrast it with other important models.We show the role of tacit knowledge in a business model.

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“…Now, in many fields, more and more product users engage in modifying or developing entirely new products they used. Researchers have provided lots of evidence in support of users' innovative potential [2][3][4][5][6][7][8][9][10][11]. Here, user was defined by von Hippel as firms or individual consumers that expect to benefit from using a design, a product or a service [8].…”

Section: User Innovationmentioning

confidence: 99%

Discovering and Analyzing Methods on User-innovation Knowledge in Virtual Communities Based on Weighted Knowledge Network

Xiao¹,

Zhihong²,

Liao³

et al. 2014

TOCSJ

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Considering the importance of user-innovation knowledge to product and service innovation, this paper proposed knowledge discovering and analyzing methods on user-innovation communities based on weighted knowledge network (WKN). First, web mining methods were used for getting forum posts in virtual user-innovation communities, then the acquired keywords and the statistical data were processed and integrated into a WKN model. Next, based on the WKN model, the paper proposed new methods to discover the core innovation knowledge, the developing innovation knowledge and the potential innovation knowledge through analyzing the structure of WKN model, including weights of nodes and edges, cliques, the strong or weak ties, etc. Finally, Xiaomi community was taken as the study case to verify the validity of the methods. Compared with the existing method of user knowledge discovery, the presented methods are more quantitatively, conveniently and visually and provide new tools to study and utilize the user-innovation knowledge in enterprise virtual communities.

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