Abstract
Chapter 5 deals with the third empirical study that switches the perspective of analysis to the beneficiaries of OIIs and co‐creation: the HCOs. To improve the HCO innovation performance, the integration of external knowledge artifacts from OIIs lacks understanding. The organizational adoption process of such knowledge artifacts plays an important role here and Rogers' theory on innovation adoption is applied. Through an in‐depth single case study in the medical device industry, this study provides a refined process model of the organizational adoption of consumer generated knowledge artifacts. This model helps to explain why great innovation inputs from end users do not necessarily surface in finalized product innovations.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
For conceptual clarity: adoption refers the decision of an individual or an organization to make use of an innovation, while diffusion refers to the accumulation of users, who have adopted an innovation, in a market (Rogers 2003). This study deals with the organizational adoption of innovations.
- 2.
Refer to Annex E for the complete interview guide including the entire set of questions.
- 3.
Refer to Annex F for a detailed explanation of Salpo’s stage-gate process.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2018 Springer International Publishing AG
About this chapter
Cite this chapter
Künne, C.W. (2018). Empirical Study III: Organizational Adoption of User Innovation Inputs. In: Online Intermediaries for Co-Creation. Progress in IS. Springer, Cham. https://doi.org/10.1007/978-3-319-51124-5_5
Download citation
DOI: https://doi.org/10.1007/978-3-319-51124-5_5
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-51123-8
Online ISBN: 978-3-319-51124-5
eBook Packages: Business and ManagementBusiness and Management (R0)