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Customer co-creation and exploration of emerging technologies: The mediating role of managerial attention and initiatives

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journal contribution
posted on 15.09.2017, 10:57 by Saeed Khanagha, Henk Volberda, Ilan Oshri
Prior research has emphasized the importance of organizational focus on exploratory behavior in response to the emergence of a revolutionary core technology and the associated uncertainties. The question of why some organizations are more successful than others at realizing and reacting to such a need has not yet been fully addressed. In particular, empirical evidence on the effects of customer orientation on the effectiveness of organizational responses to major technological changes is somewhat mixed. We develop and test a theoretical argument in which we emphasize an indirect link between customer involvement in innovation processes and exploratory behavior in emerging technology fields. In so doing, first we illustrate the part played by two managerial factors d attention to the technology and the introduction of non-routine organizational adaptations d in enabling exploratory activities such as experimentation and search for unfamiliar knowledge in a new technology field. Second, we discuss how customer co-creation contributes to both of these managerial factors and, consequently, indirectly stimulates exploratory behavior in these conditions. We provide empirical support for our related theoretical framework by means of six case studies and a survey among 131 companies that were adopting a similar emerging technology; i.e., Cloud computing.

History

School

  • Business and Economics

Department

  • Business

Published in

Long Range Planning

Volume

50

Issue

2

Pages

221 - 242

Citation

KHANAGHA, S., VOLBERDA, H. and OSHRI, I., 2017. Customer co-creation and exploration of emerging technologies: The mediating role of managerial attention and initiatives. Long Range Planning, 50 (2), pp. 221-242.

Publisher

© Elsevier

Version

AM (Accepted Manuscript)

Publisher statement

This work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/

Acceptance date

19/11/2015

Publication date

2016-01-21

Notes

This paper was published in the journal Long Range Planning and the definitive published version is available at https://doi.org/10.1016/j.lrp.2015.12.019.

ISSN

0024-6301

Language

en