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    Guest Editorial: Foresight in Strategy and Innovation Management
    (2022-01-17)
    Ehls, Daniel
    ;
    Gordon, Adam Vigdor
    ;
    Herstatt, Cornelius
    ;
    Rohrbeck, Rene
    The papers in this special section focus on strategic foresight and innovation management. Strategic foresight develops perspectives and practices that anticipate transformational change and prepares organization to navigate them. It develops capabilities that enable decision-makers see and evaluate future situations so as to better consider alternative courses of actions and the future outcomes of their choices. As a research stream, strategic foresight has existed for more than 70 years. During this time, evaluation of the field has documented how the use of strategic foresight to form strategy under uncertainty has enabled organizations to create superior positions in future markets or to advance societal goals.
    Publicationtype: Journal Article
      175
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    Experimental evidence on adoption bias and legitimacy strategies for pure user innovations
    (2020-08)
    Ehls, Daniel
    ;
    Schorn, Andre
    ;
    Herstatt, Cornelius
    Recent research in open and user innovation has shown that users, as well as households, significantly contribute to improving existing products and may even innovate completely new solutions which better correspond to their unfulfilled needs. But many, if not most of these, remain unknown to the public and research on household sector innovation shows that these inventions often fall short when it comes to their diffusion to potential customers. With this study we aim to contribute to a better understanding of the reasons for this lack of diffusion beyond known aspects. To do so, we particularly address and analyze the effect of the perceived product origin on consumer adoption decisions. Based on two randomized experiments within the household sector, building on legitimacy theory, our study reveals significant differences in the acceptance for identical products, dependent on whether they are introduced as pure user innovations or products from an established firm. We can show that pure user innovations cause adoption bias and, therefore, represent a barrier for diffusion in the general population. However, when user innovators employ certain practices, their innovations are significantly more likely to be adopted and are even on par with incumbent products. Thus, user innovators can apply certain legitimacy strategies to overcome this adoption bias. We test variations in these best practices and show how user innovators can stimulate adoption of their solutions. Our findings contribute novel and relevant implications for the diffusion of household innovations, co-creation and user entrepreneurship, and provide avenues for future research.
    Publicationtype: Conference Paper
      62
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      88
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    A framework for analyzing technology ecosystems – adopting insight from biology
    (Springer, 2019-07-19)
    Eppinger, Elisabeth
    ;
    Ehls, Daniel
    Technology Ecosystems perspective has become a preferred approach to analyze complex interactions and integrate several domains like Technology Management, Innovation Management and Strategy. However, our understanding of ecosystems in management continues to remain limited. Management literature frequently speaks about ecosystems only in terms of a ‘complex system’ and highlights interactions without further differentiation. Enriching this perspective, we propose to adopt insights from biology, which has developed a far more detailed taxonomy for studying ecosystems. Transferring these insights can help management scholars gain a more nuanced understanding. Applying this ‘bridging’ idea to link the ‘management ecosystem’ perspective and ‘behavioral ecosystems’, this paper seeks to increase our understanding in multiple ways: (1) We refine our understanding of ecosystems with an aligned taxonomy; (2) We disentangle the relationships among different ecosystem layers, actors, and technologies; and (3) We provide an instrument to advance management research and structure future research on sustainable technology adoption and diffusion. We provide a taxonomy that differentiates dynamic, co-evolving technologies in co-evolving industry ecosystems.
    Publicationtype: Book part
      73
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    Community joining, progressing and leaving: developing an Open Source participation lifecycle model
    (Routledge, Taylor & Francis Group, 2015-02-11)
    Ehls, Daniel
    ;
    Herstatt, Cornelius
    Open collaborative innovation communities, such as open source projects, established themselves as new organizational form and unite numerous people. A key challenge for these open initiatives is to attract participants and realize their subsequent community progression, termination and re-joining. Yet, membership dynamics are not well understood nor concepts put in relationship. We pursue to provide an overview of different participation phases and antecedents of progression of members. Our analysis of present research identifies four key participation phases, representing member 'landing' points, and two core concepts explaining contribution and latent activities on how, and why participants advance. Based on these findings and led by the theory of social learning we develop a participation model describing a consistent framework for community joining, contributing and leaving. This model is able to combine latest research and identify influences affecting progression. We highlight socialization and alliance building among volunteers, and provide insights into causes for membership dynamics. Moreover, we propose a yet lacking pre-participation phase highlighting community selection before joiners interact with the community. Our model solves the puzzle of an end-to-end membership perspective, and helps guiding researchers and community managers in understanding member management and participation behavior.
    Publicationtype: Book Part
      37
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    Open source innovation: the phenomenon, participant's behaviour, business implications
    (Taylor & Francis, 2015-02-11)
    Herstatt, Cornelius
    ;
    Ehls, Daniel
    Open Source Innovation (OSI) has gained considerable momentum within the last years. Academic and management practice interest grows as more and more end-users consider and even participate in Open Source product development like Linux, Android, or Wikipedia. Open Source Innovation: Phenomenon, Participant Behaviour, Impact brings together rigorous academic research and business importance in scrutinizing OCI from three perspectives: The Phenomenon, Participants' Behavior, and Business Implications. The first section introduces OCI artefacts, including who is participating and why, and provides a systematic overview of the literature. The second section stresses the behaviour of participants, highlighting participation progression, community selection, user entrepreneurship and fair behaviour, and answering key questions like how to manage governance rules, openness and community design aspects. The third explores the impact and implications of OSI for firms and economies by evaluating business models, uncovering opportunities for firms to interact with communities, and presenting value capture mechanisms. Open Source Innovation provides a full picture of the movement to help readers understand and engage with OSI from the micro perspective of individuals, to the community, to the macro perspective of firms and economies.
    Publicationtype: Book
      63
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    Diversity of participants in open source projects: comparing individual demographics and participation rationales in software, content, fun, and business communities
    (Routledge, Taylor & Francis Group, 2015-02-11)
    Ehls, Daniel
    Open source innovation gained its momentum with software development but nowadays spread well beyond this project type and has attracted numerous participants. So far, literature ignores widely these further project examples and assumes that project types are equal in terms of their participants. We challenge this assumption and postulate member diversity between project types. We stretch beyond repeatedly analyzed cases of iconic software initiatives by including content communities as well as we introduce fun and business project types to have a appropriate resemblance of digital production communities. Our analysis reveals significant differences within and between projects in both, participants' demographic and contribution rationales. Thus the contributions of this study are multifold and target (1) phenomenon enrichment, e.g. a detailed comparison of the open source landscape with as yet unconsidered community types, (2) research validation, e.g. replication of earlier studies aligned to latest developments and with yet lacking samples, and (3) theoretical advancement as we respond to the call to contextualize research and spark off the discussion of diversity in open source innovation.
    Publicationtype: Book Part
      54
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    Joining open source communities under alternatives: openness trade-offs and user traits contingency
    (Routledge, Taylor & Francis Group, 2015-02-11)
    Ehls, Daniel
    ;
    Herstatt, Cornelius
    What are attractive conditions for user and distributed innovations? And, why do users join one innovation context over another? Open initiatives and communities collapse without members. Growing competition among communities and increasing user diversity including participation of firms lead to a challenge in attracting users. This study analyzes the relationship between joining decisions into open source communities and their governance aspects, specifically license constraints, access rights and sponsorship. We draw on a unique dataset of 1480 choice decisions of members of software and content, and furthermore introduce fun and business communities. Our experimental results minimize social bias and reveal openness preferences and trade-offs. We found that access is more important than usage rights and firm involvement is least important. Most crucial is the community product and user behavior. We also find that choices are contingent on participation rationales which cause highly heterogeneous tastes. Our findings solve "nontrivial managerial headaches" and contribute to organizational design, individual behavior, and open collaborative innovation.
    Publicationtype: Book Part
      69