Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Follow the Leader - User Innovations


Published on

Di Gangi, P. M. (2008) Following the leader: Predicting user innovations from structural social capital in an open innovation community. Proceedings of the XXVIII International Sunbelt Social Network Conference.

Published in: Education, Business
  • Be the first to comment

  • Be the first to like this

Follow the Leader - User Innovations

  1. 1. Following the Leader: Predicting Lead Users from Structural Capital in a User Innovation Community Paul M. Di Gangi Florida State University College of Business Department of Management Information Systems International Sunbelt XXVIII Social Network Conference 2008 – Online Social Networks
  2. 3. Pathways to User Innovation
  3. 4. Pathways to User Innovation
  4. 5. Pathways to User Innovation
  5. 6. Pathways to User Innovation
  6. 7. Absorptive Capacity <ul><li>User Innovation Community </li></ul><ul><ul><li>“ Distributed groups of individuals focused on solving a general problem and/or developing a new solution supported by computer-mediated communication” (Dahlander & Wallin, 2006 p. 1246) </li></ul></ul><ul><li>Absorptive Capacity Issue </li></ul><ul><ul><li>A limit to the rate or quantity of information that an organization can absorb (Cohen & Levinthal, 1990) </li></ul></ul><ul><ul><li>Incorporating technology changes the process (Di Gangi & Wasko, Under Review – JSIS ) </li></ul></ul>
  7. 8. Research Question <ul><li>Q: How can we identify lead users in an electronic user innovation community? </li></ul>
  8. 9. Structural Social Capital <ul><li>An individual’s network of relationships (Nahapiet & Goshal, 1998) </li></ul><ul><li>Access to information (Burt, 1992; Granovetter, 1979) </li></ul><ul><li>Ability to influence the innovation process </li></ul><ul><li>(Di Gangi & Wasko – Under Review ; Siebert, Kraimer, & Liden, 2001) </li></ul>
  9. 10. Study Context – Dell IdeaStorm <ul><li>Dell IdeaStorm ( </li></ul><ul><ul><li>Introduced January 2007 </li></ul></ul><ul><li>7,866 User Innovations </li></ul><ul><ul><li>As of November 2007 </li></ul></ul><ul><li>Over 50,000 Comments Posted </li></ul><ul><li>Over 400,000 Votes </li></ul>
  10. 11. Dell IdeaStorm Idea Category Site Category
  11. 12. Research Model
  12. 13. Methodology – Data Collection <ul><li>Three Time Periods </li></ul><ul><ul><li>February to April 2007 </li></ul></ul><ul><ul><ul><li>119 Seed Users </li></ul></ul></ul><ul><ul><ul><li>11,011 Affiliations/ 987 Ideas </li></ul></ul></ul><ul><ul><ul><li>3 Adopted Ideas </li></ul></ul></ul><ul><ul><li>May to July 2007 </li></ul></ul><ul><ul><ul><li>1,799 Seed Users </li></ul></ul></ul><ul><ul><ul><li>26,754 Affiliations/ 2,082 Ideas </li></ul></ul></ul><ul><ul><ul><li>10 Adopted Ideas </li></ul></ul></ul><ul><ul><li>August to October 2007 </li></ul></ul><ul><ul><ul><li>Data Collection in Progress </li></ul></ul></ul><ul><ul><ul><li>4 Adopted Ideas </li></ul></ul></ul><ul><li>Affiliation Networks (Grewal, Lillien, & Mallapgragada, 2006; Wasserman & Faust, 1994) </li></ul><ul><ul><li>Seed users from adopted ideas </li></ul></ul><ul><ul><li>Ideas seed users participated in during time period </li></ul></ul><ul><ul><li>Membership lists of secondary ideas </li></ul></ul>
  13. 14. User Centralities <ul><li>Methodology </li></ul><ul><ul><li>User centralities over time (Wasserman & Faust, 1994) </li></ul></ul><ul><li>Centrality Measures </li></ul><ul><ul><li>Degree </li></ul></ul><ul><ul><ul><li>Most ties within the network </li></ul></ul></ul><ul><ul><li>Closeness </li></ul></ul><ul><ul><ul><li>Proximity to others within the network </li></ul></ul></ul><ul><ul><li>Eigenvector </li></ul></ul><ul><ul><ul><li>Importance of user within the network </li></ul></ul></ul>
  14. 15. Initial Findings <ul><li>Lead Users may not be Innovators </li></ul><ul><li>Lead Users may be Specialists or Generalists </li></ul><ul><li>Domain of expertise (Category) can influence who will be a Lead User </li></ul><ul><li>Overall, similar Lead Users found among all three types of structural social capital </li></ul>
  15. 16. Contributions <ul><li>Practical </li></ul><ul><ul><li>Guidance for absorptive capacity issues </li></ul></ul><ul><ul><li>Leveraging a volunteer workforce that is intrinsically motivated </li></ul></ul><ul><ul><li>Types of lead users/ content experts </li></ul></ul><ul><li>Theoretical </li></ul><ul><ul><li>Dimensionality of social capital </li></ul></ul><ul><ul><li>Theory of lead users </li></ul></ul><ul><ul><li>Definition of lead user </li></ul></ul>
  16. 17. Limitations & Future Directions <ul><li>Limitations </li></ul><ul><ul><li>User Identification of a Categories </li></ul></ul><ul><ul><li>Generalizability </li></ul></ul><ul><li>Future Directions </li></ul><ul><ul><li>Organizational involvement </li></ul></ul><ul><ul><li>Additional roles of social capital in open innovation processes </li></ul></ul><ul><ul><li>Electronic user innovation communities </li></ul></ul>
  17. 18. Questions