Embedded lead userness and innovative work behavior

1 Embedded lead userness and Innovative work behavior 

Embedded lead users are employees who have lead user characteristics toward their own firm s products and services. Lead user characteristics are positively related to innovativeness in a certain domain. The link between lead userness and innovativeness has also been established empirically Franke et al. [2006] support this notion in the domain of kitesurfing. They argue that deriving benefits from solutions is especialiy associated with the iikeiihood to innovate, whereas being ahead of the trend affects both iikeiihood to bring out innovations and the attractiveness of innovations. Luthje (2004) finds a positive relationship between being an innovative user and benefitUng from new products in the outdoor industry. 

Looking at innovative behavior inside the firm, authors argue that peopie who are directly affected by certain problems are more innovative. Farr and Ford (1990) expect those people to be especially innovative in the workplace who feel a need for change and personally profit from change. A similar argument is put forward by Van de Ven (1986), who proposes a direct relationship between personal problem involvement and innovative behavior. The positive relation between the pressure to solve problems and innovativeness is also supported by Yuan and Woodman (2010). Th find a significant effect between dissatisfaction with the status quo and innovative work behavior which is mediated by an expected positive outcome of innovation. These motives to innovate are veiy similar to the reasons which stimulate innovation with external users, name the anticipation from personal benefits from innovation. I argue that corporate and user reasons for innovative behavior are combined in embedded lead users. 

Next to the personal confrontation through product use, embedded lead users are also closer to users and have social ties towards them. They communicate about problems, which delivers to idea generation and innovation. Tietz et al. (2005) find that kitesurfing users who are often consulted with problems by other users are more likely to have ideas for innovations. With respect to firm employees in general, the existence of external social networks has been shown to be an enabler to innovative work behavior (Staber 2004). Kanter (2000) and Van de Ven (1986) suggest that closeness to need sources is relevant to the activation of innovation. This exposure to other need sources (users) is more salient with embedded lead users than with ordinary employees. 

Besides situational factors, embedded lead users also exhibit some personal characteristics, wdiich stem fixim lead userness and have been found to be positively related to innovative behavior in organizations. With regard to motivation, scholars suggest that lead users and user iimovators are often driven by own needs Qanzik 2010), which is found to be a strong and significant predictor for individual innovative 

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