The development of a user network as a way to re-launch an unwanted product

Harrison, Debbie; Waluszewski, Alexandra

doi:10.1016/j.respol.2007.10.001

Cited by 76 publications

(71 citation statements)

References 40 publications

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“…They are opinion leaders, who perceive new technologies as less complex and are more ready to adopt them than ordinary users (Schreier et al, 2007). Therefore, tapping lead users for concept and prototype testing, afterlaunch modifications and innovations in function (Harrison & Waluszewski, 2008) may increase the chances for adoption (see also Douthwaite, Keatinge & Park, 2001).…”

Section: Who Is the User-innovator?mentioning

confidence: 99%

User Innovation: State of the Art and Perspectives for Future Research

Roszkowska-Menkes¹

2017

JEMI

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Given the rising role of users in innovation processes and the increasing amount of research in this field the aim of this paper is to explore the limits of our understanding of the user innovation (UI) concept. In doing so, the study addresses four basic questions: (1) Why do users create and share innovation? (2) Who is the userinnovator? (3) What type of innovation do users create? (4) How do users innovate?The results of a systematic literature review identified the main research streams on user innovation, together with weaknesses of past research and perspectives for future studies.

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Section: Who Is the User-innovator?mentioning

confidence: 99%

User Innovation: State of the Art and Perspectives for Future Research

Roszkowska-Menkes¹

2017

JEMI

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“…The product is also successfully re-launched, however in a costly way, through direct interaction with a narrow user group. The solution became to engage in the establishment of relationships among customers, and in the support to user networks where users can share experiences directly with each other (Harrison & Waluszewski 2008).…”

Section: Strategies Of Interacting Companiesmentioning

confidence: 99%

A never ending story — Interaction patterns and economic development

Håkansson

Waluszewski

2013

Industrial Marketing Management

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Industrial marketing and purchasing is an interesting phenomenon. On the surface it appears as very mundane, a simple day-to-day activity performed by purchasers, sales personnel, and technical specialists; i.e. most often by professions representing 'middle management'. As such, it is not surrounded with any of the greater prestige ascribed to more hyped business activities, such as financing and strategy. Furthermore, industrial marketing and purchasing is seldom recognised as being of any greater importance for society at large. In policy circles, for example the UN, OECD and EU, where they stress the importance of innovation, productivity and growth, industrial marketing and purchasing is rarely mentioned as a related phenomenon .Behind the scenes, however, an empirical, much more challenging view is outlined. When the content and the effects of industrial marketing and purchasing processes are scrutinised empirically, these activities appear as perhaps the most important source for business development, industrial renewal, efficiency and innovation. From this perspective, industrial marketing and purchasing seems to be a critical phenomenon for creating prosperity for both companies and communities and for general economic growth. It is this role of industrial marketing and purchasing that we highlight and discuss in this article. Based on extensive empirical research results, we argue that interaction is the main ingredient in these processes. This implies that the supplier-customer interaction has a central development function for efficiency and innovativeness, for companies as well as for the economy at large. Thus, there is a strong need to include and consider this key engine for dynamics (and its role in developing materialised structures as well as ideas) in any theoretical study of economic development.Keywords: Interaction, innovation, business renewal, development, networks, relationships, efficiency, growth, dynamics A Never Ending Story -Interaction Patterns and Economic Development Interaction patterns formed by day-to-day interactionsThe economic world is full of day-to-day interactions where millions of deliveries of goods and services are supplied and used -the result of industrial marketing and purchasing activities. This means that a number of processes are on-going, where goods and services are related to established material and immaterial investments in companies and organisations, in ways that stretch from standardised activities to completely new trial-and-error-like development endeavours. It also means that people representing a number of different professions, engaged in small and large companies, governmental and non-governmental organisations, are involved in millions of problem-solving discussions related to performed -or not yet performed -business solutions, in meetings, by phone, by email or over the Internet.There are a wide variety of industrial marketing and purchasing interactions. Sometimes they involve a few people representing a narrow supplier-user int...

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“…A lure will be needed to convince potential users of a registry that it may be worth their time and effort. Lead users are well-known, wellconnected members of a social system who are considered especially credible by their colleagues and near-peers [21]. They are not only early adopters of innovations but more specifically informal opinion leaders whose advice is sought by others [12].…”

Section: Principles For Founding An Implementation Registrymentioning

confidence: 99%

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

Dearing

Greene

Stewart

et al. 2011

Behav. Med. Pract. Policy Res.

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The improvement of health outcomes for both individual patients and entire populations requires improvement in the array of structures that support decisions and activities by healthcare practitioners. Yet, many gaps remain in how even sophisticated healthcare organizations manage knowledge. Here we describe the value of a trans-institutional network for identifying and capturing how-to knowledge that contributes to improved outcomes. Organizing and sharing on-the-job experience would concentrate and organize the activities of individual practitioners and subject their rapid cycle improvement testing and refinement to a form of collective intelligence for subsequent diffusion back through the network. We use the existing Cancer Research Network as an example of how a loosely structured consortium of healthcare delivery organizations could create and grow an implementation registry to foster innovation and implementation success by communicating what works, how, and which practitioners are using each innovation. We focus on the principles and parameters that could be used as a basis for infrastructure design. As experiential knowledge from across institutions builds within such a system, the system could ultimately motivate rapid learning and adoption of best practices. Implications for research about healthcare IT, invention, and organizational learning are discussed.

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The development of a user network as a way to re-launch an unwanted product

Cited by 76 publications

References 40 publications

User Innovation: State of the Art and Perspectives for Future Research

User Innovation: State of the Art and Perspectives for Future Research

A never ending story — Interaction patterns and economic development

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

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