Purpose -The present paper aims to propose a measurement scale of the customer knowledge enabled innovation (CKEI) capability.Design/methodology/approach -Data were generated on the basis of in-depth interviews with managers and was analysed using the ''Sphinx'' software.Findings -A pool of 60 items is proposed for the eventual measurement of the CKEI capability.Research limitations/implications -The proposed measurement scale is still raw. Further research is needed in order to test its psychometric features as well as to validate its relevance into a general model of customer knowledge management and innovation.Practical implications -Organizations need to measure the degree to which they are endowed with the capability of managing effectively customer knowledge in order to foster innovation. The CKEI scale is considered as a barometer allowing organizations to evaluate to what extent they are endowed with the capacity of co-creating value with their customers. The proposed CKEI scale is believed to provide managers with the opportunity to regularly monitor their innovative capability and be close to their customers.Originality/value -The CKEI capability is proposed as a new construct focusing on integrating both innovation and knowledge-based capabilities literatures. The CKEI measurement scale is believed to extend these literatures and to add knowledge to these areas of research..

COVID‐19 is an unexpected and brutal pandemic that requires new innovation models to overcome the constraints of this crisis and address its multiple challenges. Open innovation does not replace a traditional closed R&D model; but in the current crisis situation, it can support an ecosystem stakeholders’ effort by leveraging several collaborations. Based on the Tunisian experience, this study illustrates how a crisis can spontaneously create these collaborations between the maker’s community, the users (public healthcare professionals) and key stakeholders (universities, civil society and the private sector among others). To investigate this research question, we adopted a qualitative approach based on a single embedded case study and collected data through participant observation technique. The case study describes a process of crisis‐driven innovation based on 3D printing technologies in order to provide personal protective equipment (PPE) to healthcare professionals. It highlights two distinct phases describing the evolution from a local collaborative model to the creation of a national ecosystem able to design, manufacture and address the growing need of the public healthcare system. Our findings show with empirical evidence the crucial roles played by the makers’ community, FabLabs and engineers in the fight against the COVID‐19 pandemic. This study draws lessons on how a large health crisis can trigger national crisis‐driven innovation (CDI) initiatives, which helped structure the makers’ network and promote collaboration towards a common national goal. A collaborative framework for CDI initiated by the Tunisian makers’ community is proposed in this study and could be adopted in similar crisis contexts, in Global South and North settings.

Purpose The purpose of this paper is to study the impact of lead users (LUs) on innovation success by proposing and validating an integrative model that links LUs, innovation success and knowledge sharing (KS) variables. Design/methodology/approach The authors research is quantitative in nature and data were collected through a survey conducted among 30 information technology Tunisian companies. The authors preliminary analysis was explored using the “SPSS” software and processed through exploratory factor analysis and regression analysis methods. Findings Results showed that LUs who possess advanced skills and valuable knowledge can contribute to enhance new successful innovations, and hence, enable companies to gain short and long-term profits. Besides, the authors confirmed that the impact of LUs on innovation success is mediated by the “KS” behavior. Practical implications An integrative framework that links LUs, innovation success and a third variable called KS is presented to see beyond the intended importance of this type of user regarding the development of new innovations. Originality/value The paper offers new insights to the topic of LUs by emphasizing the role of “KS” variable in strengthening the LUs – innovation success relationship.