Use intensities and market-directed dispositions

Similarly, domain-specific innovativeness is mainly driven by use experience. Lead usemess does not add much to being an early adopter when it comes to employees of a firm. This may be traced back to the fact that time-to-market causes a certain lag between the point in time, at vdiich a need is perceived by lead users, and the actual market introduction of products. 

Yet lead usemess of employees is the onfy significant predictor of opinion leadership. Mere use experience seems to be insuffident to shape opinions in other users. 

The findings suggest that different kinds of use intensity of employees foster different market-directed dispositions. This calls for a differentiated deployment of each user employee s capabilities In the firm. With respect to communication and orientation with ordinary customers, experienced user employees are of most value for the firm. With respect to shaping opinions and Influencing other customers, embedded lead users are especially Important Employees, who combine lead usemess, use experience, and social ties to other users, will be the most valuable persons with respect to the effect th have on customers and markets. Further research should focus on how to identify these persons. 

---