Lead users: a source of novel product concepts
Management Science
Lead user analyses for the development of new industrial products
Management Science
Asset stock accumulation and sustainability of competitive advantage
Management Science
Multivariate data analysis (4th ed.): with readings
Multivariate data analysis (4th ed.): with readings
Information assets, technology, and organization
Management Science
Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions
Managing Intellectual Capital: Organizational, Strategic, and Policy Dimensions
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Management Information Systems: Managing the Digital Firm
Management Information Systems: Managing the Digital Firm
Organisational considerations for software reuse
Annals of Software Engineering
Motivation, Knowledge Transfer, and Organizational Forms
Organization Science
Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit Companies
Organization Science
A Knowledge-Based Theory of the Firm--The Problem-Solving Perspective
Organization Science
Code Reuse in Open Source Software
Management Science
How does social software change knowledge management? Toward a strategic research agenda
The Journal of Strategic Information Systems
Hi-index | 0.00 |
The notion that firms can improve their innovativeness by tapping users and customers for knowledge has become prominent in innovation studies. Similar arguments have been made in the marketing literature. We argue that neither literatures take sufficient account of firm organization. Specifically, firms that attempt to leverage user and customer knowledge in the context of innovation must design an internal organization appropriate to support it. This can be achieved in particular through the use of new organizational practices, notably, intensive vertical and lateral communication, rewarding employees for sharing and acquiring knowledge, and high levels of delegation of decision rights. In this paper, six hypotheses were developed and tested on a data set of 169 Danish firms drawn from a 2001 survey of the 1,000 largest firms in Denmark. A key result is that the link from customer knowledge to innovation is completely mediated by organizational practices.