In recent years, the phenomenon of creative consumers has attracted much research interest. In 2012 for instance, approximately 70 articles in business publications referred specifically to the concept of creative consumers. This and earlier work on creative consumers has helped us to understand who they are, what they are, what they do, and why their activities and outputs are increasingly important to companies. For no longer do business leaders obsess that ideas and innovation must originate from their own firm’s R&D resources. To be competitive, firms now recognise there is significant value in sourcing ideas and innovations from the market place (Kuusisto and Kuusisto, 2013). Like other business activities, including marketing, manufacturing and logistics (see McCarthy and Anagnostou, 2004), innovation is becoming more open, and more outsourced to users, and this is changing the boundaries of the origins, development, and ownership of ideas and intellectual property.
Making a face: Graphical illustrations of managerial stances toward customer ...Ian McCarthy
Creative consumers – consumers who adapt, modify or transform a proprietary offering – represent an intriguing paradox for business. On the one hand they can be a black hole for future revenue, with breach of copyright and intellectual property, while on the other hand they represent a gold mine of ideas and business opportunities. This problem is central to business – business needs to both create and capture value; the problem is that creative consumers demand a shift in the mindsets and business models of how firms both create and capture value. We develop a typology of firms’ stances to creative consumers based upon their attitude and action towards customer innovation. We then consider the implications of the stances model for corporate strategy, and examine a three-step approach to dealing with creative consumers, namely, awareness, analysis and response.
Open branding: Managing the unauthorized use of brand-related intellectual pr...Ian McCarthy
Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers’ unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.
Big Data for Creating and Capturing Value in the Digitalized Environment: Unp...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts
the long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data
availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing
big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture
value from big data about customers, we use the resource-based view and three dimensions of big data (i.e., volume,
variety, and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of
mobile device applications, we find that volume of big data has a negative effect on firm performance. This result
suggests that the “bigness” of big data alone does not ensure value creation for a firm, and could even constitute a
“dark side” of big data. Because big data variety—measured as the number of types of information taken per each
application—moderates the negative effects of big data volume, simultaneous high values of volume and variety
allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high
percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture.
These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better
theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Discovery of key factors that may influence the success of multinational ICT ...Anand Sheombar
This overview paper presents results of an investigation into the nature of key factors that
may influence the success of multinational information and communication technology
(ICT) companies in their efforts to engage with the Base of the Pyramid (BOP).
The research was conducted in 10 BOP projects involving multinational ICT companies in
Africa. ICT is relevant here because of frequently high expectations that it contributes
positively to development goals. A study of the BOP literature reveals that several elements
need consideration when trying to create value in developing areas. In addition it
emerges that these elements are somehow interdependent. Qualitative data was collected
using the case study method and the data was analyzed for emerging patterns.
The analysis revealed three high level factors that may need to be aligned in order to ensure
optimized value creation of BOP ventures. These three factors are BOP strategy, partnerships,
and products & services development.
The modern concept of marketing ensures that consumers are at the centre stage of organizational efforts. The main focus of present marketing concept is to reach the ultimate target customers and assess the situation of target market and then introduce the product. In a business it is the customer that shapes the production and policies of marketing of an organization. In this context a marketer needs to understand the market condition regarding the target customers (Kumar, 2009). Organizations spend maximum amount of time and resources to understand the consumers, the main significance is given on understanding about the consumer behavior that is well known and comprehended with tastes and preferences of various buyers. It assists a marketer to design a marketing strategy in an appropriate manner for an organization (Brand Management, 2012).
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Standardization in a Digital and Global World: State-of-the-Art and Future Pe...Ian McCarthy
We discuss how the standards emerge from an interaction between three main sources, the standards standard-setting organizations (SSOs), the competitive market forces, and the government. We present a framework (see Table I) that highlights how these sources differ and work together to shape the standardization in a digital and global context. Also, using this framework, we introduce the contribution of each article of this issue and their contribution to some of the major issues that the standardization is facing today in a digital and global world. We conclude with the suggestions of avenues for future research on this topic.
Making a face: Graphical illustrations of managerial stances toward customer ...Ian McCarthy
Creative consumers – consumers who adapt, modify or transform a proprietary offering – represent an intriguing paradox for business. On the one hand they can be a black hole for future revenue, with breach of copyright and intellectual property, while on the other hand they represent a gold mine of ideas and business opportunities. This problem is central to business – business needs to both create and capture value; the problem is that creative consumers demand a shift in the mindsets and business models of how firms both create and capture value. We develop a typology of firms’ stances to creative consumers based upon their attitude and action towards customer innovation. We then consider the implications of the stances model for corporate strategy, and examine a three-step approach to dealing with creative consumers, namely, awareness, analysis and response.
Open branding: Managing the unauthorized use of brand-related intellectual pr...Ian McCarthy
Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers’ unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.
Big Data for Creating and Capturing Value in the Digitalized Environment: Unp...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts
the long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data
availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing
big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture
value from big data about customers, we use the resource-based view and three dimensions of big data (i.e., volume,
variety, and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of
mobile device applications, we find that volume of big data has a negative effect on firm performance. This result
suggests that the “bigness” of big data alone does not ensure value creation for a firm, and could even constitute a
“dark side” of big data. Because big data variety—measured as the number of types of information taken per each
application—moderates the negative effects of big data volume, simultaneous high values of volume and variety
allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high
percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture.
These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better
theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Discovery of key factors that may influence the success of multinational ICT ...Anand Sheombar
This overview paper presents results of an investigation into the nature of key factors that
may influence the success of multinational information and communication technology
(ICT) companies in their efforts to engage with the Base of the Pyramid (BOP).
The research was conducted in 10 BOP projects involving multinational ICT companies in
Africa. ICT is relevant here because of frequently high expectations that it contributes
positively to development goals. A study of the BOP literature reveals that several elements
need consideration when trying to create value in developing areas. In addition it
emerges that these elements are somehow interdependent. Qualitative data was collected
using the case study method and the data was analyzed for emerging patterns.
The analysis revealed three high level factors that may need to be aligned in order to ensure
optimized value creation of BOP ventures. These three factors are BOP strategy, partnerships,
and products & services development.
The modern concept of marketing ensures that consumers are at the centre stage of organizational efforts. The main focus of present marketing concept is to reach the ultimate target customers and assess the situation of target market and then introduce the product. In a business it is the customer that shapes the production and policies of marketing of an organization. In this context a marketer needs to understand the market condition regarding the target customers (Kumar, 2009). Organizations spend maximum amount of time and resources to understand the consumers, the main significance is given on understanding about the consumer behavior that is well known and comprehended with tastes and preferences of various buyers. It assists a marketer to design a marketing strategy in an appropriate manner for an organization (Brand Management, 2012).
Social technologies radically disrupted communications, marketing, and customer care. With these same technologies, customers are now sharing products and services with each other, bypassing existing institutions. Beyond business functions, the Collaborative Economy will impact core business models. This report defines the Collaborative Economy, looks at companies that are already moving into this space, and provides a framework, the Collaborative Economy Value Chain, which companies can use to help rethink their business models.
Standardization in a Digital and Global World: State-of-the-Art and Future Pe...Ian McCarthy
We discuss how the standards emerge from an interaction between three main sources, the standards standard-setting organizations (SSOs), the competitive market forces, and the government. We present a framework (see Table I) that highlights how these sources differ and work together to shape the standardization in a digital and global context. Also, using this framework, we introduce the contribution of each article of this issue and their contribution to some of the major issues that the standardization is facing today in a digital and global world. We conclude with the suggestions of avenues for future research on this topic.
TrendsSpotting's 2010 Consumer Trends Influencers: Predictions in 140 CharactersTaly Weiss
"2010 Consumer Trends Influencers" is the second report from the series "2010 Influencers Series: Trend Predictions in 140 Characters".
TrendsSpotting Market Research is now running its third annual prediction reports following major trends in six categories. We will be featuring the predictions of digital and marketing experts on the big changes awaiting us in the coming year.
This year we are adopting a new “tweet style” format, easier for you to focus on, comprehend and forward.
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
Interbrand Best Global brands report 2021Social Samosa
The Interbrand Best Global Brands report highlights the top 100 brands for 2021. Overall, the average brand value increase of the Best Global Brands is 10% in 2021, compared to 1.3% in 2020.
My IPA Diploma thesis. This piece examines a new operating system for a modern communications agency, a system which fuses old hierarchical models so familiar to us with newer models and systems borrowed from software companies and technology startups.
I believe not in an answer which promotes one over the other, but one which adopts a mix of the two.
Impact of Key Purchasing Determinants on Purchase Intention of Hybrid Vehicle...University of Kelaniya
According to Researchers knowledge this is the first research on purchase intentions of Hybrid Vehicles in
Sri Lanka. This research has been done to determine the purchase intention of Hybrid Vehicles in Sri Lanka.
This research article focuses mainly on determining the links between customer’s environmental attitudes,
subjective norms, price perception, preferences, knowledge, perceived risk, intentions as well as expectations
of the customers given to the environment while buying a hybrid vehicle. The research survey questionnaires
were developed to get information for each and every aspect mentioned in the objectives. To go deep in to
the study areas researcher referred secondary data sources such as other research studies that were done in
Tokyo Japan and India. The data for the present work has been collected personally by the researcher as well
as helps has been taken from others in getting structured non- disguised questionnaire filled properly. By
using the snowball sampling, 200 survey questioners were distributed and 150 useable responses were taken
in to this research. All the responses were collected online and taken them to one data base for the purpose
of analyzing. For this study, respondents who were identified as “being in the market” and other potential
respondents who intended to purchase cars in the near future. After the analysis has been done researcher
has identified the impact of predetermined variables over buying intention of Hybrids vehicles in Sri Lanka.
As per the results, researcher has also come up with the managerial implications of the study and
recommendations.
This study examines factors influencing intentions towards internet banking (IB) among bank clients in Saudi Arabia.Specifically, it examines the differences between IB users and non-users in their characteristics and in the factors that influence their intention to start or continue using IB. Design, Methodology, Approach; Questionnaires based on the Decomposed theory of Planned Behaviour (Taylor and Todd, 1995) were administered online to existing IB users (N= 651) and in person to non-users (n=408), all clients of Riyad bank in (Riyath), Saudi Arabia. Findings; Perceived Relative Advantage and Compatibility, Ease of Use, Self-efficacy, Resource Facilitating Conditions and Perceived Website Characteristics are significant in predicting users’ intention to continue using IB, but not in non-users’ intention to start; for non-users, only Perceived Trust and Subjective Norms are significant. Practical Implications; Banks’ strategies to encourage adoption of IB should include two dimensions, Non-users should be targeted by emphasising safety, security and social acceptance; users by enhancing the features important to them, with website design of key importance. Originality and value; the research refines and extends the original DTPB model with the addition of a new construct, Website Features. It confirms and clarifies the distinction between technology users and non-users suggested in previous research. It also provides insights from a novel context, Saudi Arabia, contributing to cross cultural understanding of technology adoption.
An Empirical Study on the Mediating Effect of E-Service Recovery Satisfaction...iosrjce
In the era of Internet and the accelerating rate of using the e-context as a marketing tool by wide
range of companies, customer retention becomes a crucial element in firm’s survival. Losing customers to
competitors in e-context is a constant threat as it is a click away .The current study aims at at investigating the
influence of five customer factors namely; E-Trust, Prior Experience, Customer’s Perception of Feedback, ELoyalty
and Digital Awareness on Customer Retention. The study has investigated whether E-Service Recovery
Satisfaction (E-SRS) has a mediating role on these relations in Airline Industry in Malaysia. A questionnaire is
designed as a data collection tool. The unit of analysis is Malaysian passengers who used the local Airlines and
faced a service failure. Sequential Equation Modeling is employed to analyze the data collected using closedended
multiple choice questionnaire.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. They’re obsessed with the journeys taken by their customers, employees, partners, and those taken by “citizens”, and so they’re better able to create shared value for the company shareholders as well as society at large.
Understanding Online Consumer Purchase Behaviour for Varied Consumer Clusters...inventionjournals
: We are living in a digital age. The wave of digitalisation is in full swing to make its presence felt
in every sphere of life. It has not just challenged the geographical limitations narrowing the gaps between the
places that are situated faraway from each other and made the life easier with huge number of facilities but has
also influenced our attitudes and values. In such a situation, online shopping has started emerging as a popular
shopping option among urban and modernised consumers. Not all the consumers show similar trends while
using ecommerce. People of different clusters have different comfort zones as far as online shopping behaviour
is concerned. Product preferences vary with a change in demographics. Level of satisfaction is also different for
different set of consumers. Though window shopping is no longer an alien concept even for the internet
immigrants, purpose of use is certainly different for every age group. Literatures reveal that the attractive
features of the medium have tempted many researchers from time to time to throw light on lesser known areas
but there is still much to be explored. This paper is an endeavour to study about the potential of the medium to
market consumer electronics analysing in details the electronic shopping behaviour of different age groups. A
random survey has been conducted among the people of the age group of 19 – 35 (n – 100) and the samples
have been divided into four groups 19 – 22, 23 -26, 27 – 30 and 30 – 35. Reactions have been studied through
a questionnaire containing close ended questions. Analysis of data has been done through data graphs
TrendsSpotting's 2010 Consumer Trends Influencers: Predictions in 140 CharactersTaly Weiss
"2010 Consumer Trends Influencers" is the second report from the series "2010 Influencers Series: Trend Predictions in 140 Characters".
TrendsSpotting Market Research is now running its third annual prediction reports following major trends in six categories. We will be featuring the predictions of digital and marketing experts on the big changes awaiting us in the coming year.
This year we are adopting a new “tweet style” format, easier for you to focus on, comprehend and forward.
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
Interbrand Best Global brands report 2021Social Samosa
The Interbrand Best Global Brands report highlights the top 100 brands for 2021. Overall, the average brand value increase of the Best Global Brands is 10% in 2021, compared to 1.3% in 2020.
My IPA Diploma thesis. This piece examines a new operating system for a modern communications agency, a system which fuses old hierarchical models so familiar to us with newer models and systems borrowed from software companies and technology startups.
I believe not in an answer which promotes one over the other, but one which adopts a mix of the two.
Impact of Key Purchasing Determinants on Purchase Intention of Hybrid Vehicle...University of Kelaniya
According to Researchers knowledge this is the first research on purchase intentions of Hybrid Vehicles in
Sri Lanka. This research has been done to determine the purchase intention of Hybrid Vehicles in Sri Lanka.
This research article focuses mainly on determining the links between customer’s environmental attitudes,
subjective norms, price perception, preferences, knowledge, perceived risk, intentions as well as expectations
of the customers given to the environment while buying a hybrid vehicle. The research survey questionnaires
were developed to get information for each and every aspect mentioned in the objectives. To go deep in to
the study areas researcher referred secondary data sources such as other research studies that were done in
Tokyo Japan and India. The data for the present work has been collected personally by the researcher as well
as helps has been taken from others in getting structured non- disguised questionnaire filled properly. By
using the snowball sampling, 200 survey questioners were distributed and 150 useable responses were taken
in to this research. All the responses were collected online and taken them to one data base for the purpose
of analyzing. For this study, respondents who were identified as “being in the market” and other potential
respondents who intended to purchase cars in the near future. After the analysis has been done researcher
has identified the impact of predetermined variables over buying intention of Hybrids vehicles in Sri Lanka.
As per the results, researcher has also come up with the managerial implications of the study and
recommendations.
This study examines factors influencing intentions towards internet banking (IB) among bank clients in Saudi Arabia.Specifically, it examines the differences between IB users and non-users in their characteristics and in the factors that influence their intention to start or continue using IB. Design, Methodology, Approach; Questionnaires based on the Decomposed theory of Planned Behaviour (Taylor and Todd, 1995) were administered online to existing IB users (N= 651) and in person to non-users (n=408), all clients of Riyad bank in (Riyath), Saudi Arabia. Findings; Perceived Relative Advantage and Compatibility, Ease of Use, Self-efficacy, Resource Facilitating Conditions and Perceived Website Characteristics are significant in predicting users’ intention to continue using IB, but not in non-users’ intention to start; for non-users, only Perceived Trust and Subjective Norms are significant. Practical Implications; Banks’ strategies to encourage adoption of IB should include two dimensions, Non-users should be targeted by emphasising safety, security and social acceptance; users by enhancing the features important to them, with website design of key importance. Originality and value; the research refines and extends the original DTPB model with the addition of a new construct, Website Features. It confirms and clarifies the distinction between technology users and non-users suggested in previous research. It also provides insights from a novel context, Saudi Arabia, contributing to cross cultural understanding of technology adoption.
An Empirical Study on the Mediating Effect of E-Service Recovery Satisfaction...iosrjce
In the era of Internet and the accelerating rate of using the e-context as a marketing tool by wide
range of companies, customer retention becomes a crucial element in firm’s survival. Losing customers to
competitors in e-context is a constant threat as it is a click away .The current study aims at at investigating the
influence of five customer factors namely; E-Trust, Prior Experience, Customer’s Perception of Feedback, ELoyalty
and Digital Awareness on Customer Retention. The study has investigated whether E-Service Recovery
Satisfaction (E-SRS) has a mediating role on these relations in Airline Industry in Malaysia. A questionnaire is
designed as a data collection tool. The unit of analysis is Malaysian passengers who used the local Airlines and
faced a service failure. Sequential Equation Modeling is employed to analyze the data collected using closedended
multiple choice questionnaire.
Human-Centred Organisations prevent shareholders from feeling overwhelmed by structure. They’re obsessed with the journeys taken by their customers, employees, partners, and those taken by “citizens”, and so they’re better able to create shared value for the company shareholders as well as society at large.
Understanding Online Consumer Purchase Behaviour for Varied Consumer Clusters...inventionjournals
: We are living in a digital age. The wave of digitalisation is in full swing to make its presence felt
in every sphere of life. It has not just challenged the geographical limitations narrowing the gaps between the
places that are situated faraway from each other and made the life easier with huge number of facilities but has
also influenced our attitudes and values. In such a situation, online shopping has started emerging as a popular
shopping option among urban and modernised consumers. Not all the consumers show similar trends while
using ecommerce. People of different clusters have different comfort zones as far as online shopping behaviour
is concerned. Product preferences vary with a change in demographics. Level of satisfaction is also different for
different set of consumers. Though window shopping is no longer an alien concept even for the internet
immigrants, purpose of use is certainly different for every age group. Literatures reveal that the attractive
features of the medium have tempted many researchers from time to time to throw light on lesser known areas
but there is still much to be explored. This paper is an endeavour to study about the potential of the medium to
market consumer electronics analysing in details the electronic shopping behaviour of different age groups. A
random survey has been conducted among the people of the age group of 19 – 35 (n – 100) and the samples
have been divided into four groups 19 – 22, 23 -26, 27 – 30 and 30 – 35. Reactions have been studied through
a questionnaire containing close ended questions. Analysis of data has been done through data graphs
Log sheet – ‘knowledge economy’ research papersShehryar Nur
Log Sheet – ‘Knowledge Economy’ Research Papers.
The knowledge economy is the use of knowledge (savoir, savoir-faire, savoir-etre) to generate tangible and intangible values. Technology and in particular knowledge technology (Artificial Intelligence) help to transform a part of human knowledge to machines. This knowledge can be used by decision support systems in various fields and generate economic values. Knowledge economy is also possible without technology.
Here is the Log Data of some of the important Research papers available on Knowledge economy
Co-creation, innovation, brand, London School of Economics
The phenomenon of co-creation is becoming more and more widespread in the world of large companies, where it plays an important role in building relations and generating value.
Companies looking for a higher level of recognition, a strong presence on the market and international footprint, often co-create their products and services with their stakeholders. This means that instead of adapting products to the needs and expectations of stakeholders, companies actually involve stakeholders in the process of product development.
However, the structures of organization often present a barrier to implementing this new strategy preventing stakeholders from interacting within their own circle and with companies.
In April 2011 a research project was launched to study the role of participation and co-creation in the development of brands. The project aimed to find out consumers’ opinion on the future and importance of participative culture in those companies that encourage their stakeholders to contribute to their activities.
Findings of the study may be divided into three large groups: participation, results and future of co-creation.
The research found that digital communities have a high potential for developing ideas, which results in innovations through co-creation.
Therefore, co-creation is an active, creative and social process that draws on mass collaboration and shared knowledge, and generates benefits for both parties.
Co-creation is often confused with other processes that had been implemented by organizations previously: mass collaboration, crowd sourcing and mass customization. Although some elements of co-creation overlap with these processes, and all of them are included in the framework that recently came to be called open innovation, co-creation has some specific traits.
The study demonstrated stakeholders’ growing willingness to take part in a digital community to co-create with the brands’ managers, expressing creativity and generating benefits in the project that may be shared by the company and the consumers. While different groups of stakeholders increasingly communicate with each other and with the company (a process driven by new digital tools and technologies), brand management will be evolving towards shared management and co-creation.
In the nearest future, co-creation will result in greater openness of organizations and understanding of products based on participation and more collaborative decision-making processes.
Instructions for the Business Research Project OptionIf the stu.docxnormanibarber20063
Instructions for the Business Research Project Option:
If the student picks the Business Research Project option, the guidelines below outline the project's expectations:
The purpose of this project is to pick a current issue or force affecting businesses, important to many businesses, and to research it. Examples would include globalization, increased focus on diversity of the workforce, greater competition, etc.
The research performed should focus on history and background of the issue and how it is affecting businesses today.
The remainder of the paper will address the possible trends of the issue [such as increasing globalization or increasing competition] and alternatives business managers have to address the issue.
Required Major parts for paper:
I. Introduction [What is the topic, why it is important….to whom]
II. Review of existing literature [history, background, current company experiences]
III. Impact on business [in the past, now, going forward]
IV. Going forward [projected trends, pending legislation, likely regulation, political pressures]
V. Management options to address likely trends going forward; these could include actions to mitigate risks of the trends or actions to take advantage of the trends
VI. Conclusion
Topic
The issue chosen for research is the role of new media on marketing in 2017 and beyond. The research project will explore available figures to find out if businesses are still spending big on traditional media advertising, including radio, television, and print media. The data will be compared to spending on online advertising over the past half decade. If indeed businesses are changing their advertising strategies, it will be important to show the effectiveness of new media. According to Forbes, people are watching more videos online and thus businesses may have to take note and create not only interesting but also informative content for their consumers. Social media has already been embraced by most corporations as a form of communication to customers. However, the paper will try and see the importance of having an actual social media strategy and the importance of well trained persons to handle these accounts.
BUSINESS RESEARCH OUTLINE 2
Business Research Outline
I. Introduction
The topic of this research is new media marketing. This is a form of marketing that is anchored on promotion of brands and the sale of products through emerging online channels. New media marketing leverages on the elements of both established and emerging online channels to engage potential and current customers. This channels include display advertising, content marketing and social networking platforms (Calder, Malthouse, & Maslowska, 2016). New media marketing aims at getting the consumer to interact with the brand and engaging them in a way that increases awareness and ultimately product sales. New media marketing has become significantly vital in the digital era and huge a.
A Study of Consumers Buying Behaviour in reference to Brand Positioningprofessionalpanorama
Brand positioning is to do something with the company’s products and
services offerings to its existing as well as prospective customers, for the
placement of brand in customer’s mind and to create a space for brand
according to customer’s expectations in market. Marketers understand the
needs of consumers to own a product of a brand for tangible and intangible
reasons. So, consumer’s buying behaviour and brand positioning is very
crucial area of research and development for marketers. This story shows
the effects of the consumer’s buying behaviour on brand positioning. It also
reveals the effects of demographic factor on consumer’s buying behaviour
The open academic: Why and how business academics should use social media to ...Ian McCarthy
Abstract: The mission of many business schools and their researchers is to produce research that that impacts how business leaders, entrepreneurs, managers, and innovators, think and act. However, this mission remains an elusive ideal for many business school academics because they struggle to design and produce research capable of overcoming the "research-practice gap." To help those scholars address this gap, we explain why and how they should use social media to be more 'open' to connecting with, learning from, and working with academics and other stakeholders outside of their field. We describe how social media can be used as a boundary-spanning technology to help bridge the research-practice gap. To do this, we present a process model of five research activities: networking, framing, investigating, dissemination, and assessment. Using recently published research as an illustrative example, we describe how social media was used to make each activity more open. We conclude with a framework of different social media-enabled open academic approaches (connector, observer, promoter, and influencer) and some dos and don'ts for engaging in each approach. This paper aims to help business academics rethink and change their practices so that our profession is more widely regarded for how its research positively impacts practice and societal well-being more generally.
Does getting along matter? Tourist-tourist rapport in guided group activitiesIan McCarthy
Guided group activities, where tourists consume with other tourists, are common and important. Although the
tourism and services literature suggests customer-employee rapport impacts customer satisfaction, the composition
and impact of tourist-tourist rapport in guided group activities have received minimal attention. We use a
three-study mixed method approach to conceptualize and examine tourist-tourist rapport in guided group activities.
Study 1 identifies two recognized dyadic dimensions of tourist-tourist rapport (enjoyable interaction and
personal connection) and two new group-based dimensions (group attentiveness and service congruity). Study 2
(video experiment) and Study 3 (field experiment) find that enjoyable interaction and personal connection
mediate the relationship between group attentiveness and service congruity with satisfaction. Thus, touristtourist
rapport in a group context is more multidimensional and complex than previously conceptualized for
customer-employee rapport and non-group contexts. Further, we find tourist-tourist rapport is a critical service
factor such that high levels satisfy, while low levels dissatisfy.
Social media? It's serious! Understanding the dark side of social mediaIan McCarthy
Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even for society as a whole. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
Leveraging social capital in university-industry knowledge transfer strategie...Ian McCarthy
University-industry partnerships emphasise the transformation of knowledge into products and processes which can be commercially exploited. This paper presents a framework for understanding how social capital in university-industry partnerships affect knowledge transfer strategies, which impacts on collaborative innovation developments. University-industry partnerships in three different countries, all from regions at varying stages of development, are compared using the proposed framework. These include a developed region (Canada), a transition region (Malta), and a developing region (South Africa). Structural, relational and cognitive social capital dimensions are mapped against the knowledge transfer strategy that the university-industry partnership employed: leveraging existing knowledge or appropriating new knowledge. Exploring the comparative presence of social capital in knowledge transfer strategies assists in better understanding how university-industry partnerships can position themselves to facilitate innovation. The paper proposes a link between social capital and knowledge transfer strategy by illustrating how it impacts the competitive positioning of the university-industry partners involved.
Do your employees think your slogan is “fake news?” A framework for understan...Ian McCarthy
Purpose – This article explores how employees can perceive and be impacted by the fakeness of their company slogans.
Design/methodology/approach – This conceptual study draws on the established literature on company slogans, employee audiences, and fake news to create a framework through which to understand fake company slogans.
Findings – Employees attend to two important dimensions of slogans: whether they accurately reflect a company’s (1) values and (2) value proposition. These dimensions combine to form a typology of four ways in which employees can perceive their company’s slogans: namely, authentic, narcissistic, foreign, or corrupt.
Research limitations/implications – This paper outlines how the typology provides a theoretical basis for more refined empirical research on how company slogans influence a key stakeholder: their employees. Future research could test the arguments about how certain characteristics of slogans are more or less likely to cause employees to conclude that slogans are fake news. Those conclusions will, in turn, have implications for the
morale and engagement of employees. The ideas herein can also enable a more comprehensive assessment of the impact of slogans.
Practical implications – Employees can view three types of slogans as fake news (narcissistic, foreign, and corrupt slogans). This paper identifies the implications of each type and explains how companies can go about developing authentic slogans.
Originality/value – This paper explores the impact of slogan fakeness on employees: an important audience that has been neglected by studies to
date. Thus, the insights and implications specific to this internal stakeholder are novel.
Making sense of text: artificial intelligence-enabled content analysisIan McCarthy
Purpose – The purpose of this paper is to introduce, apply and compare how artificial intelligence (AI), and specifically the IBM Watson system, can be used for content analysis in marketing research relative to manual and computer-aided (non-AI) approaches to content analysis.
Design/methodology/approach – To illustrate the use of AI enabled content analysis, this paper examines the text of leadership speeches, content related to organizational brand. The process and results of using AI are compared to manual and computer-aided approaches by using three performance factors for content analysis: reliability, validity and efficiency.
Findings – Relative to manual and computer-aided approaches, AI-enabled content analysis provides clear advantages with high reliability, high validity and moderate efficiency.
Research limitations/implications – This paper offers three contributions. First, it highlights the continued importance of the content analysis research method, particularly with the explosive growth of natural language-based user-generated content. Second, it provides a road map of how to use AI-enabled content analysis. Third, it applies and compares AI-enabled content analysis to manual and computer-aided, using leadership speeches.
Practical implications – For each of the three approaches, nine steps are outlined and described to allow for replicability of this study. The advantages and disadvantages of using AI for content analysis are discussed. Together these are intended to motivate and guide researchers to apply and develop AI-enabled content analysis for research in marketing and other disciplines.
Originality/value – To the best of the authors’ knowledge, this paper is among the first to introduce, apply and compare how AI can be used for content analysis.
Confronting indifference toward truth: Dealing with workplace bullshitIan McCarthy
Abstract Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
The Promise of Digitalization: Unpacking the Effects of Big Data Volume, Vari...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture value from big data about customers, we use the resource-based view (RBV) and three dimensions of big data (i.e., volume, variety and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of mobile device applications, we find that volume of big data has a negative effect on firm performance. This result suggests that the ‘bigness’ of big data alone does not ensure value creation for a firm, and could even constitute a ‘dark side’ of big data. Because big data variety – measured as the number of types of information taken per each application – moderates the negative effects of big data volume, simultaneous high values of volume and variety allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture. These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Masterclass: Confronting indifference to truthIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Confronting indifference toward truth: Dealing with workplace bullshitIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Although manipulations of visual and auditory media are as old as the media themselves, the recent entrance of deepfakes has marked a turning point in the creation of fake content. Powered by latest technological advances in AI and machine learning, they offer automated procedures to create fake content that is harder and harder to detect to human observers. The possibilities to deceive are endless, including manipulated pictures, videos and audio, that will have large societal impact. Because of this, organizations need to understand the inner workings of the underlying techniques, as well as their strengths and limitations. This article provides a working definition of deepfakes together with an overview of the underlying technology. We classify different deepfake types: photo (face- and body-swapping), audio (voice-swapping, text to speech), video (face-swapping, face-morphing, full body puppetry) and audio & video (lip-synching), and identify risks and opportunities to help organizations think about the future of deepfakes. Finally, we propose the R.E.A.L. framework to manage deepfake risks: Record original content to assure deniability, Expose deepfakes early, Advocate for legal protection and Leverage trust to counter credulity. Following these principles, we hope that our society can be more prepared to counter the deepfake tricks as we appreciate its treats.
Social media? It’s serious! Understanding the dark side of social mediaIan McCarthy
Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even the whole of society. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
The propensity and speed of technology licensing: at LUISS Guido Carli Univer...Ian McCarthy
Licensing speed: There has been much research interest in the speed of innovation, although few consistent findings have emerged. In this study, we unpack the innovation process and focus on the commercialization stage to examine two questions: Which licensor and patent characteristics determine the speed of licensing? How does the speed of licensing impact the royalties and lumpsum payments to licensors? We addressed these questions by proposing that licensing speed is influenced by variables for licensor prominence (size and experience), licensor knowledge structuration (technological depth, technological breadth and experience), and patent appeal (forward citations, scope and complexity). We predict and find that these variables work to increase the size, complexity and duration of the licensing-out task, while also allowing licensors to take their time to review, negotiate and select agreements with higher royalty rates. These findings are counter to arguments for a fast-paced innovation strategy, as it suggests that for the commercialization stage of the innovation process the relationship between licensing speed and licensor royalty
rates rewards a ‘less haste, greater payoff approach.
Seven steps for framing and testing a research paperIan McCarthy
I use the steps in this presentation to:
(i) test research ideas for research papers,
(ii) shape research papers, and
(iii) help draft the Introduction section of a research paper.
For each step I draft one or two concise paragraphs.
I then present and share these with co-authors, collaborators and colleagues to test the ideas and get feedback on how interesting and valid they are.
I consider and work through these steps several times during the life of a research paper framed.
Click here to agree managing intellectual property when crowdsourcing solutionsIan McCarthy
Tapping into the creativity of a crowd can provide a highly efficient and effective means of acquiring ideas, work, and content to solve problems. But crowdsourcing solutions can also come with risks, including the legal risks associated with intellectual property. Therefore, we raise and address a two-part question: Why -- and how -- should organizations deal with intellectual property issues when engaging in the crowdsourcing of solutions? The answers lie in understanding the approaches for acquiring sufficient intellectual property from a crowd and limiting the risks of using that intellectual property. Herein, we discuss the hazards of not considering these legal issues and explain how managers can use appropriate terms and conditions to balance and mitigate the risks associated with soliciting solutions from a crowd. Based on differences in how organizations acquire intellectual property and limit associated risks, we identify and illustrate with examples four approaches for managing intellectual property (passive, possessive, persuasive, and prudent) when crowdsourcing solutions. We conclude with recommendations for how organizations should use and tailor the approaches in our framework to source intellectual property from a crowd.
An evolutionary approach to understanding adaptive organizational resilienceIan McCarthy
In this paper, we introduce a framework to understand organizational resilience as an evolutionary process where organizations adapt their configurations to changes in two external conditions: disturbance and munificence. Focusing on the contexts of manufacturing and operations management, we explain the concepts of organizational configuration and resilience. We then present a framework that views resilience driven configuration change as an evolutionary process of variation, selection and retention. We conclude the paper by presenting a typology that shows how different levels of munificence and disturbance combine to produce two types of adaptive resilience (cladogenetic and anagenetic) and one type of non-adaptive or resistance resilience (inertia).
The open innovation research landscape: established perspectives and emerging...Ian McCarthy
This paper provides an overview of the main perspectives and themes emerging in research on open innovation (OI). The paper is the result of a collaborative process among several OI scholars – having a common basis in the recurrent Professional Development Workshop on ‘Researching Open Innovation’ at the Annual Meeting of the Academy of Management. In this paper, we present opportunities for future research on OI, organised at different levels of analysis. We discuss some of the contingencies at these different levels, and argue that future research needs to study OI – originally an organisational level phenomenon – across multiple levels of analysis. While our integrative framework allows comparing, contrasting and integrating various perspectives at different levels of analysis, further theorising will be needed to advance OI research. On this basis, we propose some new research categories as well as questions for future research – particularly those that span across research domains that have so far developed in isolation.
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Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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2. 2
I.P. McCarthy
recognised that innovation is being democratised, and that ‘users of products and services
– both firms and individual consumers – are increasingly able to innovate for themselves’
[von Hippel, (2005), p.1]. This notion of user innovation highlights that the users can be
either intermediate users (e.g., user firms) or consumer users (individual end-users or user
communities). In this special issue, we focus on the latter – the creative consumer – a
phenomenon propelled by advances in Web 2.0 technologies that have shifted the locus
of innovation opportunities from firms to consumers (Berthon et al., 2012; Kietzmann
et al., 2011).
There are many different examples or types of creative consumer: user innovators
(Franke and Shah, 2003), lead-users (von Hippel, 1986), hackers (Lakhani and Wolf,
2003) and outlaw users (Flowers, 2008), to name just a few. These creative consumer
examples and the labels afforded to them, highlight different aspects of the phenomenon.
For example, the ‘lead’ in lead user emphasises consumers who are ahead of the game in
terms future market needs; the ‘designer’ in user designers emphasises the design aspect
of innovation; and the ‘outlaw’ in outlaw users emphasises a consumer activity that is at
least questionable, and frequently illegal. These differences in the labels suggest that
creative consumers can be defined by different characteristics, which could have
implications for how companies identify, learn and acquire knowledge about them. Some
studies, for example view creative consumers and their innovations as opportunities for
firms, and suggest organisational responses that involve firms engaging (Mollick, 2005),
collaborating (von Hippel, 1986), investing (Nambisan, 2002) and integrating (Lüthje,
2004) with these consumers. On the other hand, studies have noted that firms often view
creative consumers as threats, and their response is to quash or repel their activities
(Berthon et al., 2007)
With this dichotomy in a firm’s stance and attitude to creative consumers, existing
research has focused largely only on how firms might absorb or appropriate innovation
value from those creative consumers that firms consider to be positive in nature. These
consumers are the ‘low hanging fruit’ as they are willing to be identified and connected
in some way to a firm’s innovation process. In this special issue, however, the papers
seek to understand and capture value from creative consumers regardless of how positive
or negative their specific actions might be.
3
The work in this special issue
In this section, I summarise the articles that appear in this special issue and highlight their
focus and contributions. The articles employ different approaches and methods, span
different countries and industries, and focus on a range of issues that are central to the
domains of innovation and marketing.
Tsinopoulos and Al-Zu’bi’s article ‘Lead users, suppliers, and experts: the
exploration and exploitation trade-off in product development’ focuses on one specific
type of creative consumer, the lead user. The authors develop a theoretical framework
that explains how firms collaborate with this type of creative consumer versus
collaborations with key suppliers and product experts. They provide an interesting and
useful characterisation of the different collaboration modes that help us to understand
how different types of innovation are produced.
Plangger and Robson’s article ‘Consumer creativity and the world’s biggest brand’
presents an interesting analysis of how consumers have used the Coke beverage in ways
3. Editorial
3
that go way beyond simply drinking the product. For example, it has been used by
consumers to remove grease stains from clothing, to treat jelly fish stings, and applied as
a mosquito repellant. From this analysis, a model of four types of consumer creativity is
developed. The model can be used to understand how each type of creative consumer
presents a unique set of risks and opportunities for brands and firms.
Leminen, Westerlund and Nyström’s article ‘On becoming creative consumers – user
roles in living labs networks’ explore how creative consumers innovate in networks.
They study 26 living laboratories (real life settings where networks of individuals
innovate) in four countries. From these cases, they propose a typology of creative
consumer roles in living laboratory networks and outline how the characteristics of these
roles would impact how companies engage with and learn from creative consumers.
Lee’s article ‘Advice from creative consumers: a study of online hotel reviews’
examines the online reviews of hotels that creative consumers produce. This specific user
innovation activity embraces the phenomenon of consumer generated content and
electronic word of mouth (eWOM). The research outlines how consumers no longer
passively consume hotel services, but increasingly reflect on their experience and
produce and publish reviews. These reviews are both an innovation process and
innovation outcome. Using a sample of these reviews, the author analyses how creative
consumers perceive and articulate their experience of different classes of hotels. The
results of this study show why companies can and should harness the power of creative
consumers and their online reviews.
DesAutels, Salehi-Sangari, Berthon, Rabinovich and Pitt’s article ‘It is emergent: five
propositions on the relationship between creative consumers and technology’ draws upon
a number of case studies to examine the interaction between creative consumers and the
technologies they use and adapt. They explain that creative consumer innovations are
adopted and diffused by markets in a way that is often far from being systematic in nature
and also is not simply governed by the forces of either ‘technology push’ or ‘market
pull’. They present a model and propositions that disentangle the interactions between the
creative consumer and their innovations. These predictions suggest that the process of
creating innovations is much more non-linear and emergent than assumed.
Kietzmann and Angell’s (2013) article ‘Generation-C: creative consumers in a world
of intellectual property rights’ examines creative consumers as a movement, and the
implications this movement has for intellectual property rights lawyers, owners of
property rights, governments and politicians. The authors identify the formation and
growth of the creative consumer movement and illustrate how it is enabled by different
social media technologies. They then offer a number of thought provoking insights for
policy makers and organisational leaders on the evolution of this movement and its
impact for intellectual property laws, which can simultaneously promote and inhibit user
innovation.
4
Conclusions and opportunities for future research
In this introduction to the special issue, I outline the importance of the creative consumer
phenomenon and the attention it has attracted from scholars and managers. I then explain
how creative consumers fit within the domain of user innovation by defining the creative
consumer construct and providing examples of its diversity. This highlights two major
4. 4
I.P. McCarthy
research issues which were the motivation for the special issue: how do creative
consumers vary in terms of what they do and produce; and how these differences affect
the way in which these firms should learn and benefit from creative consumers.
Based on the articles in this special issue and their contributions, I now offer three
avenues for further research on creative consumers. First, I think it would be fruitful to
explore how context (e.g., different industries and different countries) affects the
propensity for different types of creative consumers to emerge. The articles in this special
issue have contexts that span numerous countries and industries and consider whether
creative consumers innovate individually or within a network. It is clear that this
variation in context provides a rich source of diversity from which to develop
contingency-based theories of creative consumer innovation.
Second, is the issue of how firms should effectively learn from different types of
creative consumers in these contexts. While a number of articles in this special issue
focus how firms learn and benefit from different types of creative consumer (e.g.,
hackers, lead users, and consumer reviewers), limited attention has been given to the way
in which their context would impact how organisations should find, select and work with
the knowledge produced by these types of creative consumer. More specifically, I suggest
that an interesting avenue of research would be to explore how variations in international
(e.g., cultural, economic, legal, political) and industrial (e.g., technology, maturity,
velocity) contexts impact the open innovation processes of firms.
Third, the ideas and innovations produced by creative consumers often become
intellectual property, which can be easily shared, copied and modified (Manzini et al.,
2012). This consumer generated intellectual property (CGIP) is becoming a critical
dilemma for organisations. Executives and researchers alike are only beginning to
consider the options, or what approach is optimal in what context. On the one hand, there
is the potential to support and harness CGIP in ways that benefit both the consumer and
the firm. On the other hand, if firms widely contest the intellectual property in the
innovations produced by creative consumers, then this would likely damage their ability
to effectively solicit and exploit user innovation in general.
In sum, creative consumers are on the rise, and their actions and outputs will
increasingly be of interest to both managers and researchers. Thus, it is my hope that the
research in this special issue and the concluding research avenues would help shape and
motivate future research on how best to promote, control and benefit from the value of
this phenomenon.
Acknowledgements
I would like to acknowledge all of the authors and reviewers who have contributed to this
special issue. I am also grateful to Eric Viardot, editor of the International Journal of
Technology Marketing for his commitment and support to this special issue.
5. Editorial
5
References
Berthon, P.R., Pitt, L.F., McCarthy, I. and Kates, S.M. (2007) ‘When customers get clever:
managerial approaches to dealing with creative consumers’, Business Horizons, Vol. 50,
No. 1, pp.39–47.
Berthon, P.R., Pitt, L.F., Plangger, K. and Shapiro, D. (2012) ‘Marketing meets Web 2.0, social
media, and creative consumers: Implications for international marketing strategy’, Business
Horizons, Vol. 55, No. 3, pp.261–271.
Flowers, S. (2008) ‘Harnessing the hackers: the emergence and exploitation of outlaw innovation’,
Research Policy, Vol. 37, No. 2, pp.177–193.
Franke, N. and Shah, S. (2003) ‘How communities support innovative activities: an exploration of
assistance and sharing among end-users’, Research Policy, Vol. 32, No. 1, pp.157–178.
Kietzmann, J.H., Hermkens, K., McCarthy, I.P. and Silvestre, B.S. (2011) ‘Social media? Get
serious! Understanding the functional building blocks of social media’, Business Horizons,
Vol. 54, pp.241–251.
Kuusisto, A. and Kuusisto, J. (2013) ‘Diffusion of user innovations – a firm-level survey’,
International Journal of Technology Marketing, Vol. 8, No. 2, p.127.
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International Journal of Technology Marketing, Vol. 7, No. 2, p.119.
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boundaries of manufacturing’, International Journal of Production Economics, Vol. 88, No. 1,
pp.61–72.
Mollick, E. (2005) ‘Tapping into the underground’, MIT Sloan Management Review, Vol. 46,
No. 4, pp.21–24.
Nambisan, S. (2002) ‘Designing virtual customer environments for new product development:
toward a theory’, Academy of Management Review, Vol. 27, No. 3, pp.392–413.
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[online] http://www.economist.com/node/3749354 (accessed 14 June 2013).
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von Hippel, E. (2005) Democratizing Innovation [...] [...], u.a., MIT Press, Cambridge, Mass.