Q2. What are the future works mentioned in the paper "Customer co-creation and exploration of emerging technologies: the mediating role of managerial attention and.." ?
Managerial attention is required to secure allocation of sufficient cross-unit resources to work on the new technology and to increase the organizational members ’ willingness to experiment and learn in an uncertain field of knowledge. Although previous research has shown cocreation to play a role in extending knowledge search and enhancing the ability of organizations to adapt to change, conflicting evidence has also led some scholars to argue that customer orientation may hinder radical innovations, as too much attention is paid to satisfying customer requests and technological change is neglected. There has been a call for further research on different aspects of managerial cognitive capabilities in connection with strategic renewal ( Helfat and Peteraf, 2014 ). The authors provided theoretical discussions and empirical evidence that suggest customer co-creation is a potential means for increasing both senior managers ’ attentiveness to the consequences of emerging technologies as well as overall organizational ability for introducing the required managerial initiatives that underlie exploratory behavior in an emerging technology field.
Q3. What was the key to enabling exploratory activities?
close collaboration between sales and front-line employees, technical staff, and business and strategy people was crucial for enabling exploratory activities.
Q4. How many pages of analyzable interview material were used?
All interviews were recorded and subsequently transcribed, resulting in approximately 230 pages of analyzable interview material.
Q5. Why are managers not equally successful in a major technological change?
Managers are not equally successful in doing so, because the high levels of uncertainty and embryonic nature of technologies and markets (Day and Schoemaker, 2010) and the complexity caused by the proliferation and diversity of factors and challenges in the environment (Miller and Friesen, 1983; Tan and Litschert, 1994) give rise to cognitive challenges for managers.
Q6. What did the authors use to test the validity of the self-reporting items?
The authors used company publications and reports, press news, and senior management letters and communications in the company websites to verify the validity of self-reporting items on managerial attention.
Q7. Why are customers likely to provide input that is close to producers’ existing knowledge?
Because of their limited knowledge and capabilities compared with expert innovators, customers are likely to provide input that is close to producers’ existing knowledge and this then results in innovations that are incremental in nature (Henderson, 1993; Rosenkopf and Nerkar, 2001).
Q8. What is the role of customer co-creation in the development of emerging technologies?
From the perspective of innovation processes, both customer co-creation (Karpen et al., 2011; O’Hern and Rindfleisch, 2010) and exploration of emerging technologies (Day and Schoemaker, 2000; Smith and Lewis, 2011) come with a need for iterative processes of innovation and frequent feedback loops and to move away from using inward-looking stage-gate or waterfall processes.
Q9. What is the scale used to measure the tendency of the organizations to introduce new systems, processes and?
The Management Innovation scale developed by Vaccaro et al. (2012) was used to measure the tendency of the organizations to introduce new systems, processes, and practices.
Q10. What is the main argument that customers are not able to adapt to change?
Although previous research has shown cocreation to play a role in extending knowledge search and enhancing the ability of organizations to adapt to change, conflicting evidence has also led some scholars to argue that customer orientation may hinder radical innovations, as too much attention is paid to satisfying customer requests and technological change is neglected.
Q11. What is the main reason why a firm is more able to explore an emerging technology?
Exploration of an emerging technology also needs communication and knowledge exchange with a wide range of industry actors and structural and other organizational provision to support acquisition and assimilation of knowledge held by academic and research institutions, competitors, suppliers, and other stakeholders (Day and Schoemaker, 2000; Rothaermel and Hess, 2007).
Q12. What is the role of senior managers in enabling an effective organizational response to a major technological?
Managerial attention and exploratory behavior in emerging fieldsResearch on the microfoundations of capabilities emphasizes the role of senior managers’ cognition and actions in enabling an effective organizational response to the dynamism in the external environment (Adner and Helfat, 2003; Thomas, 1988; Tushman and Rosenkopf, 1996; Virany et al., 1992).