Mapping the Impact of Social Media for Innovation: The Role of Social Media in Explaining Innovation Performance in the PDMA Comparative Performance Assessment Study
文献类型： 外文期刊
作者： Roberts, Deborah L. 1 ; Piller, Frank T. 2 ; Luettgens, Dirk 8 ;
作者机构： 1.Univ Nottingham, Sch Business, North Bldg Jubilee Campus,Wollaton Rd, Nottingham NG8 1BB, England
2.Rhein Westfal TH Aachen, Management, Aachen, Germany
3.Rhein Westfal TH Aachen, Technol & Innovat Management Grp, Aachen, Germany
4.Rhein Westfal TH Aachen, EMBA Program, Aachen, Germany
5.Tech Univ Munich, Munich, Germany
6.HKUST, Hong Kong, Hong Kong, Peoples R China
7.MIT, Sloan Sch Management, Cambridge, MA 02139 USA
8.Rhein Westfal TH Aachen, Res Area TIME Technol Innovat Mkt & Entrepreneurs, Aachen, Germany
9.Univ Berkeley, Haas Sch Business, Berkeley, CA USA
10.Univ Appl Sci, Luzern, Switzerland
期刊名称：JOURNAL OF PRODUCT INNOVATION MANAGEMENT （ 影响因子：6.987； 五年影响因子：9.603 ）
ISSN： 0737-6782
年卷期： 2016 年 33 卷 S1 期
页码：
收录情况： SCI
摘要： Social media (SM) allow users to easily create, edit, or share content. The vast numbers of individuals that converge around sites like LinkedIn, Facebook, or Twitter embody a rich source of external knowledge that could be utilized for new product development (NPD). Complementing other channels for open innovation (OI), SM can provide access to novel information about customer needs and technological solutions unknown to the firm. Anecdotal evidence suggests that there are considerable benefits from using SM during an innovation project, but empirical evidence is scarce. Contributing to the perspective of openness in search, a number of hypotheses propose how SM as a new channel for OI can contribute to firm performance. This model is tested using data from the PDMA Comparative Performance Assessment Study, identifying factors influencing the relationship between SM and NPD performance. The findings indicate that utilizing information from SM channels can lead to higher performance, but that this link is influenced by the formalization of a firm's NPD process. This study also finds that the ability of a firm to benefit from external search in SM strongly depends on complementary internal processes when organizing and conducting this activity. Furthermore, managers have to take care when utilizing information from SM channels in radical projects, as for this kind of project only a weak significant performance contribution of SM could be found.
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