User-driven innovation: scale development and validation

Tacer, Blanka; Ruzzier, Mitja; Nagy, Tine

doi:10.1080/1331677x.2018.1484784

Cited by 12 publications

(10 citation statements)

References 64 publications

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“…UDI is a dynamic process, and through user participation in the innovation process, ideas for new improvements are proposed for enterprise products and service innovations to satisfy target customers and marginal users with similar requirements. Thus, using users' functional and psychological feedback, a platform enterprise can capture innovation demand signals from users regarding product usability and brand aesthetics on time and then integrate internal and external knowledge to complete a user-oriented product design (Tacer et al , 2018). This is a manifestation of the MIR of platform enterprises.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

How user-driven innovation and employee intrapreneurship promote platform enterprise performance

Wan

Liu

Wang

2020

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PurposeThe purpose of this study is to investigate the impact of user-driven innovation (UDI) and employee intrapreneurship (EI) on the innovation performance of platform enterprises through the mediating role of market intelligence responsiveness (MIR) and the moderating role of knowledge and information resource acquisition (KRA and IRA, respectively) between MIR and innovation performance.Design/methodology/approachData were collected from 167 platform enterprises in northern, eastern and southern China with survey questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises' information.FindingsThe results indicated that both UDI and EI, particularly synergy, positively influenced the innovation performance of platform enterprises. Furthermore, higher innovation performance resulted from high congruence between UDI and EI, and the innovation performance of enterprises increased when UDI and EI shifted from being incongruent to congruent. Lastly, MIR played a mediating role in this relationship, and both KRA and IRA played a positive moderating role between MIR and innovation performance.Practical implicationsPlatform enterprises should pay attention to external users and internal employees to achieve their development goals and establish tripartite cooperative relationships involving firms, employees and users. Enabling platform enterprises to develop continually and in a healthy way requires the integration and utilization of all types of resources.Originality/valueThis was an empirical study on the impact mechanism of employees and users on the innovation performance of platform enterprises in China.

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Section: Theory and Hypothesesmentioning

confidence: 99%

How user-driven innovation and employee intrapreneurship promote platform enterprise performance

Wan

Liu

Wang

2020

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“…Similar studies by Lans et al ( 2011 ), Kraus et al ( 2012 ) tested the relationship between entrepreneurial characteristics and business performance. Tacer et al ( 2018 ) used a three-step research process of developing and validating a measurement construct for user-driven innovation (UDI). The research process involved the expert opinions for development and face validity (exploratory interviews with nine researchers and entrepreneurs), exploratory factor analysis (0.70 Cronbach’s alpha cut-off value) for reliability, and eventually a comprehensive construct validation study that applied the measurement tool on entrepreneurs to reveal dimensionality.…”

Section: Methodsmentioning

confidence: 99%

Understanding entrepreneurial vision for growth, innovation and performance in Kenya’s leather industry

Kamuri

2022

J Glob Entrepr Res

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While entrepreneurial orientation’s role in determining performance of businesses has been empirically established, studies from Africa or an industry-ecosystem perspective have been scarce. Furthermore, the significance of an entrepreneur’s vision is often acknowledged but little studied in relation to entrepreneurial outcomes. This study explored vision for growth as an individual entrepreneurial disposition and its relationship with innovation and performance outcomes among industry actors. The study collected self-reported quantitative data from a mixed sampling of value-system actors as representatives of the Kenyan leather industry. SPSS v.21 was used for descriptive statistics and SMART-PLS3 for exploratory and inferential analysis. Vision for growth was shown to determine both innovation and performance while innovation did not mediate the vision for growth and performance link as hypothesized. This study contributes to a further understanding of psychological perspectives of entrepreneurship, especially the vision for growth construct, and its significance to firms in an industry ecosystem. Recommendations are made for further research, training, policy, and practice interventions aimed at enhancing entrepreneurial vision and innovation from an industry-ecosystem perspective for realization of economic benefits in the wake of globalized competition.

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“…Similarly, in the context of creative micro-enterprises in craft sector, the innovation is also important, and the micro-entrepreneurs have to offer more innovative, unique and high-quality products [13] in order to meet the needs of consumers for their survival in the market [12]. Moreover, in order to satisfy the needs and desires of the customers, it is necessary to customize the products according to the users' needs [41]. Conventionally, the firms develop new products through their internal capabilities and knowledge base [42].…”

Section: Innovation and Vertical Co-operation In Micro-enterprisesmentioning

confidence: 99%

Vertical Co-operation in Creative Micro-Enterprises: A Case Study of Textile Crafts of Matiari District, Pakistan

et al. 2019

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Despite their cultural and economic importance, creative micro-enterprises have received very little attention from academia research, especially with respect to vertical co-operation—customers and suppliers—and innovation. This study aims to fill the literature gap by studying how vertical co-operation improves the performance of micro-enterprises in textile crafts through innovation. A questionnaire was used to collect data from creative micro-enterprises in the textile craft sector operating in the Matiari District of Pakistan. To test the construct validity of the research, Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted, and to examine the hypotheses, the bootstrap re-sampling method was used with the SPSS PROCESS macro developed by Hayes. The findings of this study indicate that vertical co-operation positively and significantly affects the innovation and performance of creative micro-enterprises in textile crafts. In addition, we find that innovation plays a significant mediating role between vertical co-operation and performance. Furthermore, contrary to some studies, we empirically provide evidence regarding innovation in craft in terms of product development (design, size, shape, color, etc.), improvement in quality, and replacement/modification of tools.

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User-driven innovation: scale development and validation

Cited by 12 publications

References 64 publications

How user-driven innovation and employee intrapreneurship promote platform enterprise performance

How user-driven innovation and employee intrapreneurship promote platform enterprise performance

Understanding entrepreneurial vision for growth, innovation and performance in Kenya’s leather industry

Vertical Co-operation in Creative Micro-Enterprises: A Case Study of Textile Crafts of Matiari District, Pakistan

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