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Journal articles on the topic 'Lead User'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Brem, Alexander, Volker Bilgram, and Adele Gutstein. "Involving Lead Users in Innovation: A Structured Summary of Research on the Lead User Method." International Journal of Innovation and Technology Management 15, no. 03 (2018): 1850022. http://dx.doi.org/10.1142/s0219877018500220.

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Research on the lead user method has been conducted for more than thirty years and has shown that the method is more likely to generate breakthrough innovation than traditional market research tools. Based on a systematic literature review, this paper shows a detailed view on the broad variety of research on lead user characteristics, lead user processes, lead user identification and application, and success factors. The main challenge of the lead user method as identified in literature is the resource issue regarding time, manpower, and costs. Also, internal acceptance and the processing of the method have been spotted in literature, as well as the intellectual property protection issue. From the starting point of the initial lead user method process introduced by Lüthje and Herstatt (2004), results are integrated into a revisited view on the lead user method process. In addition, concrete suggestions for corporate realization options are given. The article closes with limitations and future research suggestions.

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2

Pajo, Sanjin, Paul-Armand Verhaegen, Dennis Vandevenne, and Joost R. Duflou. "Fast Lead User Identification Framework." Procedia Engineering 131 (2015): 1140–45. http://dx.doi.org/10.1016/j.proeng.2015.12.434.

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3

Eisenberg, Ivy. "Lead-User Research for Breakthrough Innovation." Research-Technology Management 54, no. 1 (2011): 50–58. http://dx.doi.org/10.5437/08953608x540150.

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4

Eisenberg, Ivy. "Lead-User Research for Breakthrough Innovation." Research-Technology Management 54, no. 1 (2011): 50–58. http://dx.doi.org/10.1080/08956308.2011.11657673.

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5

Franke, Nikolaus, Eric von Hippel, and Martin Schreier. "Finding Commercially Attractive User Innovations: A Test of Lead-User Theory*." Journal of Product Innovation Management 23, no. 4 (2006): 301–15. http://dx.doi.org/10.1111/j.1540-5885.2006.00203.x.

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6

Liao, Xiao, Guangyu Ye, Juan Yu, and Yunjiang Xi. "Identifying lead users in online user innovation communities based on supernetwork." Annals of Operations Research 300, no. 2 (2021): 515–43. http://dx.doi.org/10.1007/s10479-021-03953-0.

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7

Schreier, Martin, and Reinhard Prügl. "Extending Lead-User Theory: Antecedents and Consequences of Consumers' Lead Userness." Journal of Product Innovation Management 25, no. 4 (2008): 331–46. http://dx.doi.org/10.1111/j.1540-5885.2008.00305.x.

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8

Pajo, Sanjin, Paul-Armand Verhaegen, Dennis Vandevenne, and Joost R. Duflou. "Towards Automatic and Accurate Lead User Identification." Procedia Engineering 131 (2015): 509–13. http://dx.doi.org/10.1016/j.proeng.2015.12.445.

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9

Oosterloo, N., J. Kratzer, and M. C. Achterkamp. "Applying lead user theory to young adults." Young Consumers 11, no. 1 (2010): 5–23. http://dx.doi.org/10.1108/17473611011025975.

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10

Reinhardt, Carsten. "A Lead User of Instruments in Science." Isis 97, no. 2 (2006): 205–36. http://dx.doi.org/10.1086/504732.

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11

Hienerth, Christoph, Christopher Lettl, and Peter Keinz. "Synergies among Producer Firms, Lead Users, and User Communities: The Case of the LEGO Producer–User Ecosystem." Journal of Product Innovation Management 31, no. 4 (2013): 848–66. http://dx.doi.org/10.1111/jpim.12127.

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12

Leen, Robert, Clara Usma, Kaja Antlej, and Paul K. Collins. "Identifying Lead Users for User-Centered Design (UCD) in Sports Product Development." Proceedings 2, no. 6 (2018): 276. http://dx.doi.org/10.3390/proceedings2060276.

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Mizuno, Manabu, and Takahiko Kozuka. "Co-Innovation between a Lead User and Producers:." Japan Marketing Journal 39, no. 2 (2019): 6–21. http://dx.doi.org/10.7222/marketing.2019.034.

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14

Belz, Frank-Martin, and Wenke Baumbach. "Netnography as a Method of Lead User Identification." Creativity and Innovation Management 19, no. 3 (2010): 304–13. http://dx.doi.org/10.1111/j.1467-8691.2010.00571.x.

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15

Hjalager, Anne-Mette, Pia Heike Johansen, and Bjorn Rasmussen. "Informing regional food innovation through lead user experiments." British Food Journal 117, no. 11 (2015): 2706–23. http://dx.doi.org/10.1108/bfj-03-2015-0098.

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Purpose – Lead user experiments are increasingly applied in food-related innovation. The purpose of this paper is to: first, experiments should excavate new recipes, production processes and narratives for mussels with a specific regional origin and connotation. Second, the study should test a lead user set-up and investigate the commitment and potential benefits, not only for future mussel producers but also for the lead users themselves. Design/methodology/approach – This study organized and evaluated a lead user experiment involving eight chefs and other food experts. Findings – The experiment was successful in the sense that the lead users activated a considerable combinatory knowledge ability and creativity, and they could address issues of wider regional branding significance and contribute with catching narratives. The lead users found the experiment beneficial on several dimensions, providing the opportunity to reflect and undertake tests under respectfully inquisitive observation of others, and they also appreciated the opportunity openly to expose their own professionalism on various media that were organized as ingredients in this experiment. Practical implications – The study accentuates the applicability of lead user experiments as supplements or alternative to other ways of informing product development processes and demonstrates a practical method. Originality/value – The study contributes to the increasing methodological evidence in the field of lead user-based innovation and scrutinizes the issues in a wider food industry context.

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16

Lehnen, Jens, Tobias Sebastian Schmidt, and Cornelius Herstatt. "Bringing agile project management into lead user projects." International Journal of Product Development 21, no. 2/3 (2016): 212. http://dx.doi.org/10.1504/ijpd.2016.078867.

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17

Hurmelinna-Laukkanen, Pia, Satu Nätti, and Minna Pikkarainen. "Orchestrating for lead user involvement in innovation networks." Technovation 108 (December 2021): 102326. http://dx.doi.org/10.1016/j.technovation.2021.102326.

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18

Ernst, Markus, and Alexander Brem. "Social Media for Identifying Lead Users? Insights into Lead Users’ Social Media Habits." International Journal of Innovation and Technology Management 14, no. 04 (2017): 1750022. http://dx.doi.org/10.1142/s0219877017500225.

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An important and frequently researched concept in the field of open innovation is the integration of lead users into the process for developing innovative product concepts. Social media has offered promising new possibilities for companies in terms of supporting lead user integration. This paper provides an overview of relevant aspects of lead user research, as well as the identification of lead users. Furthermore, we connect lead user theory with social media and discuss possible ways to identify lead users. Based on the conclusion that existing research does not yet sufficiently provide a detailed understanding on identifying lead users in social media, we conducted an empirical study to gain deeper insights in the social media habits of lead users; this involved a case study comprising 20 interviews. This study’s findings present a rather ambivalent picture, concluding that identifying lead users via social media may work with some limitations. Social media can contribute complementary with established approaches like pyramiding to the identification of lead users, but it is not a standalone solution. It strongly depends on the content of the project and on the group of individuals where lead users should be originated. Based on these findings, we derive theoretical and managerial implications and show how companies can utilize social media in addition to established methods for identifying lead users. Finally, the paper concludes with a discussion of study limitations and recommendations for areas of further research.

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19

Newton, Angela, Anne Beales, Daniela A. Collins, and Thurstine Basset. "Service user leadership: training and development for service users to take the lead." Journal of Mental Health Training, Education and Practice 8, no. 3 (2013): 134–40. http://dx.doi.org/10.1108/jmhtep-03-2013-0010.

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20

Singh, Akanchha, and VLV Kameswari. "Perceived Effectiveness of Lead user developed Innovations in Agriculture." International Journal of Current Microbiology and Applied Sciences 9, no. 1 (2020): 2054–60. http://dx.doi.org/10.20546/ijcmas.2020.901.233.

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21

Schweitzer, Fiona, Oliver Gassmann, and Christiane Rau. "Lessons from Ideation: Where Does User Involvement Lead Us?" Creativity and Innovation Management 23, no. 2 (2014): 155–67. http://dx.doi.org/10.1111/caim.12058.

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22

Urban, Glen L., and Eric von Hippel. "Lead User Analyses for the Development of New Industrial Products." Management Science 34, no. 5 (1988): 569–82. http://dx.doi.org/10.1287/mnsc.34.5.569.

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Recently, a “lead user” concept has been proposed for new product development in fields subject to rapid change (von Hippel [von Hippel, E. 1986. Lead users: A source of novel product concepts. Management Sci. 32 791–805.]). In this paper we integrate market research within this lead user methodology and report a test of it in the rapidly evolving field of computer-aided systems for the design of printed circuit boards (PC-CAD). In the test, lead users were successfully identified and proved to have unique and useful data regarding both new product needs and solutions responsive to those needs. New product concepts generated on the basis of lead user data were found to be strongly preferred by a representative sample of PC-CAD users. We discuss strengths and weaknesses of this first empirical test of the lead user methodology, and suggest directions for future research.

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23

Mahr, Dominik, and Annouk Lievens. "Virtual lead user communities: Drivers of knowledge creation for innovation." Research Policy 41, no. 1 (2012): 167–77. http://dx.doi.org/10.1016/j.respol.2011.08.006.

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24

HYYSALO, SAMPSA, PIA HELMINEN, SAMULI MÄKINEN, MIKAEL JOHNSON, JOUNI K. JUNTUNEN, and STEPHANIE FREEMAN. "INTERMEDIATE SEARCH ELEMENTS AND METHOD COMBINATION IN LEAD-USER SEARCHES." International Journal of Innovation Management 19, no. 01 (2015): 1550007. http://dx.doi.org/10.1142/s1363919615500073.

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Users play an increasingly important role in product and service innovation. Finding the right users can require substantial search effort. Network searches are increasingly popular in searching for rare lead users. In these searches, implicit and inexact referrals have been found to comprise a substantial number of network referrals; numbers as high as 70% of the most important referrals to sought people have been reported. To aid handling such referrals during network searches, we explicate their status as intermediate referral types, and how these referral types relate to known search methods. The constraints set by intermediate referrals could potentially be overcome and their potential be capitalized through more extensive method combination in network searches than has been trialed to date. We proceed to offer a proof of concept for such searches through documenting how we ran them in four realworld searches and chart future research avenues.

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25

Klaus, Tim. "Understanding User Dissatisfaction." Journal of Organizational and End User Computing 23, no. 3 (2011): 1–25. http://dx.doi.org/10.4018/joeuc.2011070101.

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This paper examines the role of fairness and how it shapes a user’s view in IT-enabled change. Drawing from several fairness theories, components of fairness are identified and examined in two studies. The first study examines the role of fairness through user interviews and finds that all five components of fairness are considered by users in enterprise system implementations. The second study operationalizes and analyzes the components of fairness through a questionnaire distributed to users. This second study finds that fairness is comprised of all five components that were proposed and a significant relationship exists with user dissatisfaction. The two studies lead to a new theoretical perspective and provide practical implications regarding the role of fairness in IT-enabled change and their strategic implications.

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26

Su, Jiafu, Xu Chen, Fengting Zhang, Na Zhang, and Fei Li. "An Intelligent Method for Lead User Identification in Customer Collaborative Product Innovation." Journal of Theoretical and Applied Electronic Commerce Research 16, no. 5 (2021): 1571–83. http://dx.doi.org/10.3390/jtaer16050088.

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For customer collaborative product innovation (CCPI), lead users are powerful enablers of product innovation. Identifying lead users is vital to successfully carrying out CCPI. In this paper, in order to overcome the shortcomings of traditional evaluation methods, a novel intelligent method is proposed to identify lead users efficiently based on the cost-sensitive learning and support vector machine theory. To this end, the characteristics of lead users in CCPI are first analyzed and concluded in-depth. On its basis, considering the sample misidentification cost and identification accuracy rate, an improved cost-sensitive learning support vector machine (ICS-SVM) method for lead user identification in CCPI is further proposed. A real case is provided to illustrate the effectiveness and advantages of the ICS-SVM method on lead user identification in CCPI. The case results show that the ICS-SVM method can effectively identify lead users in CCPI. This work contributes to user innovation literature by proposing a new way of identifying highly valuable lead users and offers a decision support for the efficient user management in CCPI.

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27

Karn, Keith, Christy Harper, Alisa Rantanen, Rochelle Edwards, and Michael C. Bartha. "When User Research Leads Design Astray." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 64, no. 1 (2020): 1018–21. http://dx.doi.org/10.1177/1071181320641244.

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User research in all its forms—from early ethnographic studies to late stage usability validation studies— undoubtedly can add value to any product design and development process. At its best, user research is tightly integrated with the design process, and designers and other team members eagerly seek out research findings to guide design decisions. At its worst, user research can hinder rather than help the efforts of the larger product design and development team—answering the wrong questions, providing misleading information, and focusing attention on issues that are not critical to product success. This can lead to friction between researchers and designers and other members of the product development team. This panel addresses the challenges of integrating user research into the product development process in a way that truly adds value, while suggesting ways to avoid common pitfalls that can result in user research leading designers astray.

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28

BILGRAM, VOLKER, ALEXANDER BREM, and KAI-INGO VOIGT. "USER-CENTRIC INNOVATIONS IN NEW PRODUCT DEVELOPMENT — SYSTEMATIC IDENTIFICATION OF LEAD USERS HARNESSING INTERACTIVE AND COLLABORATIVE ONLINE-TOOLS." International Journal of Innovation Management 12, no. 03 (2008): 419–58. http://dx.doi.org/10.1142/s1363919608002096.

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Corporate innovation management geared to long-term success calls for a strategy to grow innovations into a substantial competitive advantage. This, however, coincides with an enormous failure-rate at the market, especially in the field of breakthrough innovations. Hence, in recent times, companies are trying to alleviate the risk of lacking user-acceptance through opening their innovation processes to external actors, particularly customers. The method of integrating lead users is determined by the effective and systematic identification of leading-edge customers, which is considered to be a critical phase within this approach. With the arrival of Web 2.0 applications, there is a huge potential to improve these selection processes. Our research into online communities and weblogs scrutinised the search criteria in an online environment and revealed the following characteristics as crucial factors for the online identification of lead users: being ahead of a market trend, high expected benefits, user expertise and motivation, extreme user needs as well as opinion leadership and an online commitment.

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29

Pajo, Sanjin, Dennis Vandevenne, and Joost R. Duflou. "Automated feature extraction from social media for systematic lead user identification." Technology Analysis & Strategic Management 29, no. 6 (2016): 642–54. http://dx.doi.org/10.1080/09537325.2016.1220517.

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30

Hienerth, Christoph, and Christopher Lettl. "Perspective: Understanding the Nature and Measurement of the Lead User Construct." Journal of Product Innovation Management 34, no. 1 (2016): 3–12. http://dx.doi.org/10.1111/jpim.12318.

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31

Gaudin, Germain, and Alexander White. "Vertical Agreements and User Access." American Economic Journal: Microeconomics 13, no. 3 (2021): 328–71. http://dx.doi.org/10.1257/mic.20180339.

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Platforms acting as sales channels for producers often charge users for access via a subscription fee or a markup on hardware. We compare two common forms of vertical pricing agreement that platforms use with sellers: per unit and proportional fees. In particular, we analyze the critical role that user access plays on prices, profits, and welfare under both forms of agreement. We characterize this role and show how it potentially overturns standard results saying that proportional fees lead to lower prices and higher profits. (JEL D21, D43, K21, L42, L86)

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32

von Hippel, Eric. "Lead Users: A Source of Novel Product Concepts." Management Science 32, no. 7 (1986): 791–805. http://dx.doi.org/10.1287/mnsc.32.7.791.

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Accurate marketing research depends on accurate user judgments regarding their needs. However, for very novel products or in product categories characterized by rapid change—such as “high technology” products—most potential users will not have the real-world experience needed to problem solve and provide accurate data to inquiring market researchers. In this paper I explore the problem and propose a solution: Marketing research analyses which focus on what I term the “lead users” of a product or process. Lead users are users whose present strong needs will become general in a marketplace months or years in the future. Since lead users are familiar with conditions which lie in the future for most others, they can serve as a need-forecasting laboratory for marketing research. Moreover, since lead users often attempt to fill the need they experience, they can provide new product concept and design data as well. In this paper I explore how lead users can be systematically identified, and how lead user perceptions and preferences can be incorporated into industrial and consumer marketing research analyses of emerging needs for new products, processes and services.

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33

Pannunzio, V., M. Kleinsmann, C. Duarte, and D. Snelders. "FINDING THE LAND, PLANTING FIRST SEEDS; LEAD USER RESEARCH IN EARLY STAGE DESIGN FOR INTELLIGENT ECOSYSTEMS." Proceedings of the Design Society: DESIGN Conference 1 (May 2020): 2099–108. http://dx.doi.org/10.1017/dsd.2020.143.

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AbstractThis contribution explores the potential of lead user research for early-stage designing for intelligent ecosystems through a literature review and a single case study concerning a lead user research initiative on blood pressure monitoring. The results suggest advantages of executing lead user research in early-stage designing for intelligent ecosystems from the points of view envisioning broad initial ecosystem boundaries, developing first intelligence components, and overcoming research challenges related to technical issues.

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Hau, Yong Sauk, and Minhyung Kang. "Extending lead user theory to users’ innovation-related knowledge sharing in the online user community: The mediating roles of social capital and perceived behavioral control." International Journal of Information Management 36, no. 4 (2016): 520–30. http://dx.doi.org/10.1016/j.ijinfomgt.2016.02.008.

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35

Bhimani, Alnoor, David Bond, and Prabhu Sivabalan. "Does greater user representation lead to more user focused standards? An empirical investigation of IASB’s approach to standard setting." Journal of Accounting and Public Policy 38, no. 2 (2019): 65–88. http://dx.doi.org/10.1016/j.jaccpubpol.2019.02.004.

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36

Béji-Bécheur, Amina, and Mathilde Gollety. "Lead user et leader d’opinion : deux cibles majeures au service de l'innovation." Décisions Marketing 48 (October 1, 2007): 21–34. http://dx.doi.org/10.7193/dm.048.21.34.

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37

O'Flaherty, Brian, John O’Donoghue, and Joe Bogue. "Innovation Intermediation and Emerging Medical Devices - The Lead-User Method in Practice." Journal of Cases on Information Technology 15, no. 3 (2013): 24–37. http://dx.doi.org/10.4018/jcit.2013070102.

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This case study explores the application of the Lead-user method in the development of medical applications based on Wireless Sensor Network (WSN) technology by three independent research teams. The study also reflects on the role of student teams as Innovation Intermediaries (Howells, 2006; O’Flaherty, et al. 2013) and as a resource for discovering new medical devices. This exercise produced surprising results, with the emergence of diverse WSN technology product concepts applied to Geriatric Falls Detection & Analysis, Sport Cardiac Screening and Critical Care Vital signs within accident and emergency environments. This case highlights the segmented nature of medical areas and the difficulty in applying a generic WSN technology to meet the functional requirements of the broader individual medical domains. It questions the appropriateness of applying ‘total’ highly functional technologies broadly across highly specialised niche medical areas.

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38

Kaiser, Stephan, and Gordon Müller‐Seitz. "Leveraging Lead User Knowledge in Software Development—The Case of Weblog Technology." Industry and Innovation 15, no. 2 (2008): 199–221. http://dx.doi.org/10.1080/13662710801954542.

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39

Schuhmacher, Monika C., and Sabine Kuester. "Identification of Lead User Characteristics Driving the Quality of Service Innovation Ideas." Creativity and Innovation Management 21, no. 4 (2012): 427–42. http://dx.doi.org/10.1111/caim.12002.

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40

Somoza Sánchez, Vella Verónica, Davide Giacalone, and René Chester Goduscheit. "Digital anthropology as method for lead user identification from unstructured big data." Creativity and Innovation Management 27, no. 1 (2017): 32–41. http://dx.doi.org/10.1111/caim.12228.

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41

Gutstein, Adele, and Alexander Brem. "Lead User Projects in Practice — Results from an Analysis of an Open Innovation Accelerator." International Journal of Innovation and Technology Management 15, no. 02 (2018): 1850015. http://dx.doi.org/10.1142/s0219877018500153.

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Earlier research on the lead user method is focused on individual case studies and how the method was applied in a specific context. In this paper, we take a broader approach, analyzing a sample of 24 lead user projects, which included working with 188 lead users. These projects were analyzed regarding their specific processes, resources, challenges, and success factors, using the data of an open innovation intermediary. The key finding is that a refinement and elaboration phase and the integration of designers are crucial success factors which, to date, have not been included in the literature. Moreover, crowdsourcing contests and netnography proved to be of significant value for the need, trend, and lead user identification phases. This paper concludes by discussing theoretical and practical implications, the limitations of this study, and recommendations for future studies.

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WELO, TORGEIR, TONJE OVERVIK OLSEN, and MARTIN GUDEM. "ENHANCING PRODUCT INNOVATION THROUGH A CUSTOMER-CENTERED, LEAN FRAMEWORK." International Journal of Innovation and Technology Management 09, no. 06 (2012): 1250041. http://dx.doi.org/10.1142/s0219877012500411.

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For companies to survive and thrive in today's market, a key strategy is to leverage innovation capability through an effective process of converting unmet customer needs into successful products, creating value for customers, the company and other stakeholders. This work demonstrates how Lean becomes a pre-competitive factor in product innovation through customer value focus. The goal is to determine the applicability of user-centered methodologies in generating input that ultimately leads to differentiated products. An office chair case study implies that although user-focus is necessary, this will not inevitably lead to novel products, since users are engrossed with past and present.

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43

Shah, Anand D., David S. Hirsh, and Jonathan J. Langberg. "User-reported abrasion-related lead failure is more common with durata compared to other implantable cardiac defibrillator leads." Heart Rhythm 12, no. 12 (2015): 2376–80. http://dx.doi.org/10.1016/j.hrthm.2015.07.013.

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44

Jiang, Mingyin, Dongjie Sun, Qiang Li, and Daoxiong Wang. "The usability of ventilator maintenance user interface: A comparative evaluation of user task performance, workload, and user experience." Science Progress 103, no. 4 (2020): 003685042096288. http://dx.doi.org/10.1177/0036850420962885.

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Poor usability designed of ventilator user interface can easily lead to human error. In this study, we evaluated the usability design of ventilator maintenance user interface and identified problems related to the usability of user interface that could easily cause human error. Sixteen respiratory therapists participated in this usability study. The usability of the ventilator maintenance user interface was evaluated by participants’ task performance (task completion time, task error rate), physiological workload (eye-fixation duration) and perceived workload (NASA-TLX), and user experience (questionnaire). For task performance, task completion time and task error rate showed significant differences. For task completion time, significant difference was found when conducting ventilator self-test ( p < 0.001), replace the breathing circuit ( p = 0.047), and check battery status ( p = 0.005). For task error rate, the three ventilators showed significant difference ( p = 0.012), and the Serov I showed a significantly higher task error rate than the Boaray 5000D ( p = 0.031). For workload, the Serov I was associated with higher physiological and perceived workloads than other ventilators ( p < 0.05). For user experience, the Boaray 5000D received better scores among the ventilators in terms of ease to maintain, friendly to maintain, and willingness to use ( p < 0.05, respectively). Our study adds available literature for usability evaluation of ventilator maintenance user interface. The results indicate that the maintenance user interface of the Boaray 5000D performed better than the other two tested ventilators. Moreover, the study results also proved that eye-fixation duration can be a reliable tool for evaluating the usability of ventilator user interface.

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45

Hintz, Kimberley, Paula Farrar, Shirin Eshghi, et al. "Letting Students Take the Lead: A User-Centred Approach to Evaluating Subject Guides." Evidence Based Library and Information Practice 5, no. 4 (2010): 39. http://dx.doi.org/10.18438/b87c94.

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Objective – What do students need and want from library subject guides? Options such as Web 2.0 enhancement are now available to librarians creating subject-specific web pages. Librarians may be eager to implement these new tools, but are such add-ons a priority for students? This paper aims to start a dialogue on this issue by presenting the findings of the University of British Columbia (UBC) Library’s Subject Guides Working Group (SGWG), which was tasked with assessing current library subject guides in order to make recommendations for the update and future development of UBC Library subject guides.   Methods – The working group solicited feedback through a questionnaire that was distributed to undergraduate and graduate students from a variety of disciplines at UBC. The questionnaire included an evaluation of UBC subject guides, as well as guides from other academic libraries that used various platforms such as LibGuides and SubjectsPlus.  Results – Respondents to the student questionnaire indicated that a simple and clean layout was of primary importance. Students also desired succinct annotations to resources and limited page scrolling. Meanwhile, few students identified Web 2.0 features such as rating systems and discussion forums as being important for their needs. The working group used the questionnaire data to create a “Top Ten” list of student recommendations.   Conclusions – The “Top Ten” list of student recommendations was combined with stakeholder feedback from faculty, liaison librarians and Library Systems and Information Technology representatives to create the SGWG’s final recommendation for subject guide revision and enhancement. For the SGWG these findings called into question the necessity of Web 2.0 technologies within subject guide pages and highlighted the need for further research on the topic of subject guide usability and effectiveness.

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46

Dussart, Claude, and Gilles Grelaud. "Théorie du lead user, un levier pour le développement de dispositifs médicaux innovants." Santé Décision Management 12, no. 1-4 (2009): 231–38. http://dx.doi.org/10.3166/sdm.12.231-238.

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47

Fuchs, Barbara. "Transforming lead user innovations into new corporate ventures: a matter of information asymmetry?" International Journal of Entrepreneurship and Innovation Management 14, no. 1 (2011): 80. http://dx.doi.org/10.1504/ijeim.2011.040823.

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Lilien, Gary L., Pamela D. Morrison, Kathleen Searls, Mary Sonnack, and Eric von Hippel. "Performance Assessment of the Lead User Idea-Generation Process for New Product Development." Management Science 48, no. 8 (2002): 1042–59. http://dx.doi.org/10.1287/mnsc.48.8.1042.171.

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Abstract:

Traditional idea generation techniques based on customer input usually collect information on new product needs from a random or typical set of customers. The “lead user process” takes a different approach. It collects information about both needs and solutions from users at the leading edges of the target market, as well as from users in other markets that face similar problems in a more extreme form. This paper reports on a natural experiment conducted within the 3M Company on the effect of the lead user (LU) idea-generation process relative to more traditional methods. 3M is known for its innovation capabilities— and we find that the LU process appears to improve upon those capabilities. Annual sales of LU product ideas generated by the average LU project at 3M are conservatively projected to be $146 million after five years—more than eight times higher than forecast sales for the average contemporaneously conducted “traditional” project. Each funded LU project is projected to create a new major product line for a 3M division. As a direct result, divisions funding LU project ideas are projecting their highest rate of major product line generation in the past 50 years.

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Colazo, Jorge. "Performance implications of stage-wise lead user participation in software development problem solving." Decision Support Systems 67 (November 2014): 100–108. http://dx.doi.org/10.1016/j.dss.2014.08.007.

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Becker, Lee B., and Bernadette M. Hemels. "The Impact of Training on User Evaluations of Videotext." Journalism Quarterly 69, no. 4 (1992): 1001–9. http://dx.doi.org/10.1177/107769909206900418.

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Two experiments suggest that providing some instruction on new videotext technologies does not necessarily lead to a more positive initial experience or positive program evaluation, except where a system is complex and the user task difficult. Yet the experiments do suggest that as systems become more complex, personalized instruction on use may pay dividends in a number of ways.

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