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            "title": "User generated brands and their contribution to the diffusion of user innovations",
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                    "firstName": "Johann",
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            "abstractNote": "Abstract It has been argued that users can create innovations and also diffuse them peer-to-peer independent of support or involvement by producers: that “user-only” innovation systems can exist. It is known that users can be incented to innovate via benefits from in-house use. But users’ incentives to invest in diffusion are much less clear: benefits that others might obtain from their innovation can be largely or entirely an externality for user innovators. Of course, effective distribution of information products can be done near-costlessly via posting downloadable content – for example, software – on the Internet. However, potential adopters must still learn about the product and trust its qualities. In producer systems, this aspect of diffusion is heavily supported via the creation of trusted brands. It has been shown that brands help to increase awareness, to communicate a product's benefits, and to reduce perceived risks of adoption. The development of brands by producers is traditionally seen as a very costly exercise – unlikely to be thought of as worthwhile by users who expect little or no benefits from the diffusion of their innovations to others. In this paper, we explore the creation of a strong and trusted brand by the Apache software community – and find it was created costlessly, as a side effect of normal community functioning. We think the costless creation of strong brands is an option that is generally available to user innovation communities. It supports, we propose, the existence of robust, user-only innovation systems by helping to solve the problem of low-cost diffusion of trusted user-developed innovations.",
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            "title": "Effects of Supplier and Customer Integration on Product Innovation and Performance: Empirical Evidence in Hong Kong Manufacturers",
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                    "firstName": "Antonio K. W.",
                    "lastName": "Lau"
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                    "firstName": "Richard C. M.",
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            "abstractNote": "While the beneficial impacts of supplier and customer integration are generally acknowledged, very few empirical research studies have examined how an organization can achieve better product performance through product innovation enhanced by such integration. This paper thus examines the impact of key supplier and customer integration processes (i.e., information sharing and product codevelopment with supplier and customer, respectively) on product innovation as well as their impact on product performance. It contributes to existing literature by asking how such integration activities affect product innovation and performance in both direct and indirect ways. After surveying 251 manufacturers in Hong Kong, this study tested the relationships among information sharing, product codevelopment, product innovativeness, and performance with three control variables (i.e., company size, type of industry, and market certainty). Structural equation modeling with correlation and t-tests was used to test the hypothesized research model. The findings indicate a direct, positive relationship between supplier and customer integration and product performance. In particular, this study verifies that sharing information with suppliers and product codevelopment with customers directly improves product performance. In addition, this study empirically examines the indirect effects of supplier and customer integration processes on product performance, mediated by innovation. This has seldom been attempted in previous research. The empirical findings show that product codevelopment with suppliers improves performance, mediated by innovation. However, the sampled firms cannot improve their product innovation by sharing information with their current customers and suppliers as well as codeveloping new products with the customers. If the adoption of supplier and customer integration is not cost free, the findings of this study may suggest firms work on particular supplier and customer integration processes (i.e., product codevelopment with suppliers) to improve their product innovation. The study also suggests that companies codevelop new products only with new customers and lead users instead of current ones for product innovation. For managers, this study has demonstrated that both information sharing and product codevelopment affect performance directly and indirectly. Managers should put more emphasis on these key processes, especially when linked with product innovation. Managers should consider involving their suppliers and customers in the early stages of design. Information sharing with suppliers is also important in product development. As suggested by this study, extensive effort on supplier and customer integration should be made to directly augment current product performance and product innovation at the same time.",
            "publicationTitle": "Journal of Product Innovation Management",
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            "date": "2010",
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            "pages": "761–777",
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            "DOI": "10.1111/j.1540-5885.2010.00749.x",
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            "title": "Does mass customization pay? An economic approach to evaluate customer integration",
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                    "creatorType": "author",
                    "firstName": "Frank T.",
                    "lastName": "Piller"
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                    "firstName": "Christof M.",
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            "abstractNote": "The paper provides an integrated view of value creation in mass customization-based production models. While flexible manufacturing technologies are often seen as the main enabler of mass customization, we argue that modern information technologies play a similar important role. Their significance is based on enabling a distinctive principle of mass customization efficiently: customer integration into the production processes. The customer is integrated into value creation during the course of configuration, product specification and co-design. Customer integration is often seen as a necessity and source of additional costs of customization. However, we argue in this paper that customer integration may also be an important asset to increase efficiency and could pave the way for a new set of cost-saving potentials. We coin the term ‘economies of integration’ to sum up these saving potentials. Economies of integration arise from three sources: (1) from postponing some activities until an order is placed, (2) from more precise information about market demands and (3) from the ability to increase loyalty by directly interacting with each customer. By examining and structuring the economic principles of mass customization the paper will give insights into the benefits, but also the constraints of a mass customization strategy.",
            "publicationTitle": "Production Planning & Control",
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            "date": "2004",
            "volume": "15",
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            "abstractNote": "Customer integration into the innovation process is about to become a best practice. The lead-user approach has proven to be especially valuable when reducing discontinuous innovation's market risk. Since the theory of customer integration still lacks a concept and processes, this article illustrates how companies can be helped from a practice perspective to implement customer integration and maximize market safety. Triggered by the results of an in-depth case study, we adapted Lettl's explorative model of customers’ contribution to the new product development (NPD) process, which was originally developed for the medical technology industry, to engineering companies.",
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