The User Innovation Paradigm: Impacts on Markets and Welfare
Published Online:4 Apr 2016https://doi.org/10.1287/mnsc.2015.2393
References
- (2010) Value creation in innovation ecosystems: How the structure of technological interdependence affects firm performance in new technology generations. Strategic Management J. 31(3):306–333.Crossref, Google Scholar
- (2013) What do we learn from Schumpeterian growth theory? Aghion P, Durlauf SN, eds. Handbook of Economic Growth, Vol. 2 (Elsevier, Amsterdam), 515–563.Crossref, Google Scholar
- (2012) Collaborating with customer communities: Lessons from the Lego group. Sloan Management Rev. 53(3):73–79.Google Scholar
- (2010) When open architecture beats closed: The entrepreneurial use of architectural knowledge. Working paper, Harvard Business School, Boston.Google Scholar
- (2006) The architecture of participation: Does code architecture mitigate free riding in the open source development model? Management Sci. 52(7):1116–1127.Link, Google Scholar
- (2011) Modeling a paradigm shift: From producer innovation to user and open collaborative innovation. Organ. Sci. 22(6):1399–1417.Link, Google Scholar
- (2014) The effect of selective openness on value creation in user innovation communities. J. Product Innovation Management 31(2):392–407.Crossref, Google Scholar
- (2013) Crowdsourcing new product ideas over time: An analysis of the Dell IdeaStorm community. Management Sci. 59(1):226–244.Link, Google Scholar
- (2009) Users as innovators: A review, critique, and future research directions. J. Management 36(4):857–875.Google Scholar
- (2015) Unpaid platform complementors and the network effect mirage. Strategic Management J. 36(12):1761–1777.Crossref, Google Scholar
- (2011) Incentives and problem uncertainty in innovation contests: An empirical analysis. Management Sci. 57(5):843–863.Link, Google Scholar
- (1945) Science the endless frontier: A report to the president. Report, United States Government Printing Office, Washington, DC. http://www.nsf.gov/about/history/vbush1945.htm.Google Scholar
- (2006) Dynamic mixed duopoly: A model motivated by Linux vs. Windows. Management Sci. 52(7):1072–1084.Link, Google Scholar
- (2013) Authorizing employees to collaborate with communities during working hours: When is it valuable for firms? Long Range Planning 46(3):236–257.Crossref, Google Scholar
- (2016) The empirical scope of user innovation. Harhoff D, Lakhani K, eds. Revolutionizing Innovation: Users, Communities, and Open Innovation, Chap. 4 (MIT Press, Cambridge, MA).Google Scholar
- (2009) Transfers of user process innovations to process equipment producers: A study of Dutch high-tech firms. Res. Policy 38(7):1181–1191.Crossref, Google Scholar
- (2015) Under-diffusion of generally valuable consumer-developed innovations. Res. Policy 44(10):1856–1865.Crossref, Google Scholar
- (2004) Value creation by toolkits for user innovation and design: The case of the watch market. J. Production Innovation Management 21(6):401–415.Crossref, Google Scholar
- (2010) Why customers value self-designed products: The importance of process effort and enjoyment. J. Product Innovation Management 27(7):1020–1031.Crossref, Google Scholar
- (2003) How communities support innovative activities: An exploration of assistance and sharing among end-users. Res. Policy 32(1):157–178.Crossref, Google Scholar
- (2010) The “I designed it myself” effect in mass customization. Management Sci. 56(1):125–140.Link, Google Scholar
- (2010) Refining virtual co-creation from a consumer perspective. Calif. Management Rev. 52(2):98–122.Crossref, Google Scholar
- (2002) Intellectual property: What is the best incentive system? Jaffe A, Lerner J, Stern S, eds. Innovation Policy and the Economy, Vol. 2 (MIT Press, Cambridge, MA), 51–78.Crossref, Google Scholar
- (2006) The linear model of innovation: The historical construction of an analytical framework. Sci., Tech. Human Values 31(6):639–667.Crossref, Google Scholar
- (2010) Managing user communities and hybrid innovation processes: Concepts and design implications. Organ. Dynam. 39(2):137–144.Crossref, Google Scholar
- (2003) Profiting from voluntary information spillovers: How users benefit by freely revealing their innovations. Res. Policy 32(10):1753–1769.Crossref, Google Scholar
- Harley-Davidson (2016) Inspiration on demand. Accessed January 14, 2016, http://www.harley-davidson.com/content/h-d/en_US/home/hd1-customization/build-your-harley.html.Google Scholar
- (2008) Champions of revealing—The role of open source developers in commercial firms. Indust. Corporate Change 18(3):435–471.Crossref, Google Scholar
- (2016) Technique innovation. Harhoff D, Lakhani K, eds. Revolutionizing Innovation: Users, Communities, and Open Innovation, Chap. 16 (MIT Press, Cambridge, MA).Google Scholar
- (2013) User innovation in techniques—A case study analysis in the field of medical devices. 20th Internat. Product Development Management Conf. (IPDMC), Paris.Google Scholar
- (2009) User innovation and everyday practices: Micro-innovation in sports industry development. R&D Management 39(3):247–258.Crossref, Google Scholar
- (2005) Industry change through vertical disintegration: How and why markets emerged in mortgage banking. Acad. Management J. 48(3):465–498.Crossref, Google Scholar
- (2006) Why do users contribute to firm-hosted user communities? The case of computer-controlled music instruments. Organ. Sci. 17(1):45–63.Link, Google Scholar
- (2013) Welfare effects of a radical process innovation: Benefits of local production by users via 3D printing. Working paper, RWTH Aachen University, Aachen, Germany.Google Scholar
- (2001) Open source software as consumer integration into production. Working paper, Stanford Institute for Economic Policy Research, Stanford, CA. http://ssrn.com/abstract=259648.Crossref, Google Scholar
- (2005) Why hackers do what they do: Understanding motivation and effort in free/open source software projects. Feller J, Fitzgerald B, Hissam SA, Lakhani KR, eds. Perspectives on Free and Open Source Software (MIT Press, Cambridge, MA), 3–21.Crossref, Google Scholar
- (2002) Performance assessment of the lead user idea-generation process for new product development. Management Sci. 48(8):1042–1059.Link, Google Scholar
- (2008) Impact of user skills and network effects on the competition between open source and proprietary software. Electronic Commerce Res. Appl. 7(1):68–81.Crossref, Google Scholar
- (2006) Exploring the structure of complex software designs: An empirical study of open source and proprietary code. Management Sci. 52(7):1015–1030.Link, Google Scholar
- (2011) How medical practice evolves: Learning to treat failing hearts with an implantable device. Res. Policy 40(4):511–525.Crossref, Google Scholar
- (2013) User-generated versus designer-generated products: A performance assessment at Muji. Internat. J. Res. Marketing 30(2): 160–167.Crossref, Google Scholar
- (1998) Does sticky information affect the locus of innovation? Evidence from Japanese convenience-store industry. Res. Policy 26(7–8):777–790.Crossref, Google Scholar
- (2013) Exploring characteristics and motives of consumer innovators: Community innovators vs. independent innovators. Res.-Tech. Management 56(3):41–48.Crossref, Google Scholar
- (1951) The Economics of the International Patent System (Johns Hopkins University Press, Baltimore).Google Scholar
- (2012) The value of crowdsourcing: Can users really compete with professionals in generating new product ideas? J. Product Innovation Management 29(2):245–256.Crossref, Google Scholar
- (2006) Learning from leading-edge customers at the Sims: Opening up the innovation process using toolkits. R&D Management 36(3):237–251.Crossref, Google Scholar
- (2013) Innovation process benefits: The journey as reward. Sloan Management Rev. (Fall).Google Scholar
- (2008) The dynamics of user innovation: Drivers and impediments of innovation activities. Internat. J. Innovation Management 12(3):377–398.Crossref, Google Scholar
- (1994) Incentives to innovate and the sources of innovation: The case of scientific instruments. Res. Policy 23(4):459–469.Crossref, Google Scholar
- (1996) Modularity, flexibility, and knowledge management in product and organizational design. Strategic Management J. 17(S2):63–76.Crossref, Google Scholar
- (2000) Toward a general modular systems theory and its application to interfirm product modularity. Acad. Management Rev. 25(2):312–334.Crossref, Google Scholar
- (1943/2003) Capitalism, Socialism and Democracy (Routledge, London).Google Scholar
- (2007) A strategic analysis of competition between open source and proprietary software. J. Management Inform. Systems 24(1):233–257.Crossref, Google Scholar
- (2013) Do innovative users generate more useful insights? An analysis of corporate venture capital investments in the medical device industry. Strategic Entrepreneurship J. 7(2):151–167.Crossref, Google Scholar
- (2013) Co-creation with production externalities. Marketing Sci. 32(5):805–820.Link, Google Scholar
- (1986) Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Res. Policy 15(6):285–305.Crossref, Google Scholar
- (2005) Democratizing Innovation (MIT Press, Cambridge, MA).Crossref, Google Scholar
- (2002) Shifting innovation to users via toolkits. Management Sci. 48(7):821–833.Link, Google Scholar
- (2012) Comparing business and household sector innovation in consumer products: Findings from a representative survey in the UK. Management Sci. 58(9):1669–1681.Link, Google Scholar
- (2014) Market failure in the diffusion of user innovations: The case of “off-label” innovations by medical clinicians. Working paper, MIT Sloan School of Management, Cambridge, MA. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=2275562.Google Scholar
- (2008) Getting clear about communities in open innovation. Indust. Innovation 15(2):223–231.Crossref, Google Scholar
- (2007) Lessons learnt from open source Xara’s failure. Linux.com (October 13), http://www.linux.com/feature/119790.Google Scholar

