Tibor Dőry

Innovation and excellence

Management methods for innovation transformation

Types of user knowledge

Four types of user input can be distinguished based on the complexity of user knowledge and the dimensions of uncertainty associated with knowledge. The ability to understand user knowledge is the first step in assessing its relevance and usefulness to the company. If user knowledge is highly complex, companies may find it difficult to understand and transfer it. The uncertainty of knowledge is demonstrated by the ambiguity and multiple meanings of knowledge components. Ambiguity arises when decision-makers do not clarify what the different knowledge components are and how they interact to achieve organisational results. The value and usefulness of user knowledge is particularly uncertain when companies are unaware of the environment and context in which knowledge is used, i.e. the practical experience of users. This is because companies generally do not know how and where needs-based and solution-based knowledge can fit into their own innovation processes and product offerings.

User knowledge, or input, can be grouped according to its level of complexity and uncertainty into the following four categories (Ooi-Husted, 2016):

Adds-on knowledge;
home-made, craft knowledge;
criticisms;
white spaces.

Add-on knowledge

Due to their direct experience, users can always provide valuable ideas for improving existing products. In the sports equipment, telecommunications and consumer goods sectors, or even in the fashion industry, users provide manufacturers with numerous suggestions and feedback so that they can improve the performance of their products with minor refinements or new features. These new features, characteristics and accessories generally enhance the existing product rather than change it. Given their low complexity and low uncertainty, they contain fewer and less heterogeneous knowledge components, as they derive from usage habits and skills known to the company. Add-ons reinforce and enable companies in the short term to leverage existing innovation competencies to make incremental changes to their products that meet user needs. Thesetypes of user suggestions can typically be channelled through various forms, questionnaire surveys, online discussion forums and toolkits.

Homemade solutions for existing needs

User-generated, homemade (highly complex, low uncertainty) developments are motivated by users' desire to meet their own needs in some way. The group known as leading users has the knowledge that enables them to create innovative solutions. To meet their own needs, lead users create prototypes that complement medical devices or other manufacturing equipment, for example. User knowledge can be transferred through close collaboration with them and crowdsourcing. Workshops with lead users allow manufacturing companies to meet individual lead users in person to discuss the weaknesses of current products and user-suggested modifications.

Criticism of experimental developments

Typically, user criticism is utilised in the early stages of development in connection with the further development of existing prototypes. Low-complexity, high-uncertainty user ideas are used to improve early-stage prototypes prior to market launch, for example in the case of software, extreme sports equipment and agricultural machinery and equipment. Criticisms are more difficult to convey to companies than supplementary knowledge. Less complex knowledge can be relatively codified, allowing users to express their criticism and suggestions for improving product features in an explicit form, such as verbal and written reviews and online discussion forums.

Mapping white spaces

Lead users have high-level demands and deeper knowledge than other customers and can themselves be considered innovators. They are the ones who are able to articulate perceived or latent needs, for example in the field of logistics services or industrial equipment and measuring instruments, which in many cases can lead to radically new products or open up completely new markets. Although lead users draw on a number of knowledge components, this knowledge is uncertain for manufacturing companies. Since lead users are not necessarily able to articulate their needs thoroughly in all cases, this poses a challenge for companies to understand and thus they are unable to take on board and incorporate the development needs of lead users. In such cases, the knowledge elements necessary for development can be transferred to companies by observing users during use, personally asking them about their experiences, and holding regular development meetings.

Table 5. Types of user knowledge

Type of user input	Knowledge characteristics	Example	Level of transfer-ability	Transfer mechanism	Typical industries
Add-on knowledge	Less complex and uncertain. Contains only a few ambiguous knowledge components and variations.	Ideas that improve the performance and functions of existing products.	Low	Online feedback, questionnaires, and toolkits.	Fashion, sports equipment, telecommunications, and consumer goods.
Home-made / Craft knowledge	Highly complex but less uncertain. Contains many ambiguous knowledge components and variations.	User-built prototypes (physical and written specifications).	Medium	Personal interactions and crowdsourcing.	Semiconductors, medical instruments, sports equipment, and consumer goods.
Critiques	Less complex but highly uncertain. Contains only a few ambiguous knowledge components and variations.	Critical and developmental evaluation of prototypes.	High	Oral and written evaluations, online discussion forums, personal interactions.	Consumer goods, software, fashion, extreme sports, agriculture.
White spaces	Highly complex and uncertain. Contains many ambiguous knowledge components and variations.	Information about latent needs.	Very high	Observations and personal interactions.	Logistics, music, and industrial products.

Source: based on Ooi-Husted (2016).

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 182 5

Menedzsment

The aim of the book "Innovation and Excellence" is to inspire and encourage company leaders, managers, and experts to initiate and implement innovation transformations with the help of professional literature and corporate case studies. Another important goal is to help develop the innovation capabilities of small and medium-sized enterprises in particular by sharing simple, proven management methods that can be tested in practice.

The first part of the volume reviews the factors of corporate excellence and success, then highlights the possible sources of innovation, with a focus on the role of users and employees. The empirical section presents a detailed description of the supportive role of the workplace environment and creative working conditions based on corporate case studies (AUDI, BOSCH, MELECS). The volume concludes with a description of selected tested practical methods and management techniques that readers can try out in their own businesses.

Hivatkozás: https://mersz.hu/dory-innovation-and-excellence//

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