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Integrating leader-users’ knowledge: Evaluating the absorptive capacity of different technological companies. PHD Student: Ana Elisa Martins Pacheco de.

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Presentation on theme: "Integrating leader-users’ knowledge: Evaluating the absorptive capacity of different technological companies. PHD Student: Ana Elisa Martins Pacheco de."— Presentation transcript:

1 Integrating leader-users’ knowledge: Evaluating the absorptive capacity of different technological companies. PHD Student: Ana Elisa Martins Pacheco de Castro Supervisor: Prof. Dr. Roberto Sbragia São Paulo University

2  Context  Gap from Literature  Question Point  Literature Review  Conceptual Model  Methodology  Expected Contribuitions

3 Environment is changing The increased flow of knowledge (ICTs): The information created and transmitted via the Internet, telephone networks and private networks reached more than 900 billion gigabytes (IDC, 2010); People are getting more technological; Restructuring of old business models eg: music industry; Emergence of new business models based on external knowledge – Youtube; Wikipedia; Red Hat.

4 P&D: Commoditization of technology X Reduced costs and risks Knowledge’ specialization Rising collaboration networks complexity Firms invest in greater product variety but are less able to differentiate themselves and the concern about how to create value have become the dominant themes for managers. The meaning of value and the process of value creation are rapidly shifting from a product- and firm-centric view to personalized consumer experiences.

5 Innovation Process Lean Organizational and systems integration Flat and flexible organizational structures Bank developed data (information integration) Rapid prototyping Efficient sharing of knowledge -

6 How to resolve these issues? Challenge for companies Increase internal knowledge Improve the user experience Reduce costs and risks Expand the product line, but focused -

7 Innovation Absortive Capacity Users Collaboration ( ZAHRA; GEORGE, 2002, VON HIPPEL, 1986)

8 1. Lead users have new product or service needs before the others consumers 2. Lead users expect to benefit significantly by finding a solution to their needs. Churchill et al, 2009

9 Realized - Knowledge source and complementar y - Prior Knowledge Transform Exploitation Competitive Advantage -Flexibility - Innovation - Performance Absortive Capacity Activation triggers Social integration mechanism Regimes of apropriability Potential Acquire Assimilate

10 Lead User InnovationAbsortive Capacity - Risks ( ENKEL; KRAUSCH, GASSMANN, 2005) - Benefits (VON HIPPEL, 1986; EISENBERG, 2011) - Combining ideas from employees and lead users (EISENBERG, 2011) - Determinants (FLATTEN et.al, 2011; LÜTTHEJE; HERSTATT, 2004; RITTER, WALTER, 2003; GASSMANN et.al, 2010) - Motivation (HUANG et.al.; 2009; RAYMOND, 2001; DAHALANDER, GASS, 2010) - Methods to integrate lead users (CHURCHILL et.al, 2009) - Results from colaboration (VON HIPPEL, 1996) - Lead user typology (CHURCHILL et al, 2009) -Dimensions (COHEN; LEVINTHAL, 1990; ZAHRA; GEORGE, 2002; TODOROVA; DURSIS, 2007 ) - AbsortIve routines (DUCHEK, 2013; EASTERBY- SMITH et.al.; 2008; COHEN; LEVINTHAL, 1990) - Practices (FOSS et.al, 2011) - Determinants (ENKEL; HEIL, 2014; LANE;LUBATKIN, 1998; MOWERY; OSLEY, 1995; PENNINGS; HIRIANTO, 1992) - Absortive toolkits - Internal team characteristics (MOWERY; OSLEY, 1995) - Knowledge absorbed characteristic absorbed (VERONA, 1999)

11 - There are few studies that address all dimensions of absorptive NPD (DUCHECK 2013); - Many studies have dealt with the integration of lead users in a specific phase of DNP, usually in the early stages (ENKEL,E.; KAUSCH, C.; GASSMANN, 2005; VON HIPPEL, THOMKE; SONNACK, 1999; LUTHJE E HERSTATT, 2004; OLSON; BAKKE, 2001; LAURSEN, SALTER, 2006; OLIVEIRA; VON HIPPEL, 2011; VON HIPPEL, 1988; ENKEL,E.; KAUSCH, C.; GASSMANN, 2005), but few talk about how this integration can happen in more advanced stages of the NPD process. - Studies talk about absorptive capacities in different companies but no one evaluates the absorptive differences of different sectors with the aim of linking the different absorptive practices to the results of innovation leaders users.

12 - Few studies that address all dimensions of absorptive NPD (DUCHECK 2013); - Many studies have dealt with the integration of lead users in a specific phase of DNP, usually in the early stages (ENKEL,E.; KAUSCH, C.; GASSMANN, 2005; VON HIPPEL, THOMKE; SONNACK, 1999; LUTHJE E HERSTATT, 2004; OLSON; BAKKE, 2001; LAURSEN, SALTER, 2006; OLIVEIRA; VON HIPPEL, 2011; VON HIPPEL, 1988; ENKEL,E.; KAUSCH, C.; GASSMANN, 2005), but few talk about how this integration can happen in more advanced stages of the NPD process. - Studies talk about absorptive capacities in different companies but no one evaluates the absorptive differences of different sectors with the aim of linking the different absorptive practices to the results of innovation leaders users.

13 How do companies absorb lead-user's knowledge and which kind of contribution this knowledge brings to innovations’ outcomes in companies with different technologic demands?

14 FIRMS University Competidors Supplier Companies Users Literature Perspective Colaborative Perspective OPEN INNOVATION (CHESBROUGH, 2003 USER INNOVATION (VON HIPPEL, 1988) Typology Lead User Early Adopter Routine user Laggards Market Oriented Technology Oriented Acquire Firm’s Result Perspective Toolkits Motivation Communication Coordination User Innovation (VON HIPPEL, 1988) Innovation ABSORTIVE CAPACITY TODOROVA; DURISIN, 2007 Knowledge’s Perspective Routines Assimilate Transform Explore Practices Perspective

15

16  Multiple case’s study (6 projects in different industries)  Time Dimension: Longitudinal  Retrospective Case  Triangulation: documents and enterviews  Analises Unit: User Innovation’s Project  Respondent’s profile: marketing/ sales, manufacture and P&D people.

17 Variables: - Absortive Capacity: Two dimentions: 1- rotines (how is the integration) 2- toolkits (mode of interaction, intensity of relationship, nature of the relationship) - Lead users: 1- Individual or coletive (BALDWIN ; ERIC VON HIPPEL, 2011) 2- From the nature of knowdledge: market-oriented or technology-oriented (CHURCHILL et.al, 2009). -Innovation Results: 1- Market oriented: raising expectations, minor modifications of the product, product development, with greater acceptance, reducing errors in the development. 2 -Oriented technology: Significant improvement in product quality; development of new products or services

18 Variables: Absorptive Capacity 1- rotines (how is the integration) 2- toolkits (mode of interaction, intensity of relationship, nature of the relationship Lead Users 1- Individual or coletive 2- From the nature of knowdledge: market- oriented or technology- oriented Results of Innovation 1-Market oriented: raising expectations, minor modifications of the product, product development, with greater acceptance, reducing errors in the development. 2 -Oriented technology: Significant improvement in product quality; development of new products or services Technological Demand (Services; TI; Indústria) Variables:

19 Absorptive Capacity of Lead Users Knowledge Nature of the Project Techinical K Market K Lead Users Individual Lead User Colletive Lead Users Individual Lead User Colletive Acquire Assimilate Exlplore Transform Rotine Toolkits Acquire Assimilate Exlplore Transform Rotine Toolkits Acquire Assimilate Exlplore Transform Rotine Toolkits Acquire Assimilate Exlplore Transform Rotine Toolkits

20 Service Industry IT Company Industry Service Inovation’s Results In Service Inovation’s Results In Industry Inovation’s Results In IT Companies Innovation’s Outcomes from Lead User

21 Academic Contribuitions: 1- Lead User Innovation – by comparing the behavior for lead users in different sectors and segments. 2- Absortive Capacity - by showing how users leaders’ knowledge can be incorporated into all phases of NPD. 3- Innovation Strategy – by connecting such different results arising from the absorption of lead users knowledge in different sectors. Manager Contribuitions: The results of this study are relevant for companys of different segments that seeking to involve appropriate users in NPD. In a more timely manner, this study aims: 1- Display the ways of involving lead users in different phases of DNP. 2- Clarify the types of problems that can be solved by lead users and suggest some ways to protect this knowledge (appropriabily); 3- Pointing different forms of relationship and communication most appropriate choices of different types lead users (individual and collective); 4 - Increase understanding of the innovative possibilities from the integration of lead users in NPD.

22 Thank you

23 absorptive capacity Lead Users ( ZAHRA; GEORGE, 2002, VON HIPPEL, ) Results of Innovation Demanda Tecnológica (Serviços; TI; Indústria)


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