Managerial implications

For the purpose of this study, a variety of frameworks, models, concepts and tools were developed in the articles. With these tools and frameworks,

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it is possible to identify and categorise open innovation networks and pursue innovation development in open innovation networks, especially in living lab networks. This study underlines that the developed multiple

frameworks and tools support the identification and categorisation of open innovation networks and pursue innovation development in open innovation networks, especially in living lab networks. This study proposes

that the developed tools and frameworks in this study are useful in a wider context of open innovation networks. These tools include a matrix of

innovation mechanisms in living lab networks,a framework for analysing the configuration modes of living lab networks, the user role path towards becoming a creative consumer, and the roles and role sets as a tool for innovations. Further on, this studyprovides new typologies and concepts for business managers but also other practitioners involved in open innovation networks. More specifically, this study articulates the meanings of versatile living lab networks and also grasps the meaning of participation in living labs. The study also provides a foundation for governance mechanisms in living labs.

A matrix of innovation mechanisms in living lab networks

This study proposes that the framework, a matrix of innovation mechanisms (Figure 11) in living lab networks, could be used to identify and analyse a variety of living lab approaches to pursue innovation development with them. More specifically, the suggested framework enables managers and practitioners to create further understanding of innovation mechanisms in living labs by positioning their organisations' innovation activities. For example, this means that by adopting a top-down approach, an organisation limits its options either to exhalation-dominated or inhalation-dominated approaches. A provider is driving innovation activities in an exhalation-dominated innovation approach or a utilizer, and an organisation itself is driving innovation activities. Whereas, by adopting bottom-up approach, an organisation focuses either to exhalation- dominated driven by an enabler or inhalation-dominated approaches, which is a user-driven living lab.

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Top-down

Bottom-up

Exhalation-dominated Inhalation- dominated

Participation approach Coordination approach

I

Provider-driven Utilizer-driven III

IV User-driven II

Enabler-driven

Figure 10. A matrix of innovation mechanisms in living lab networks (Leminen 2013, 11)

The developed framework is beneficial to managers because it enables their organisations to develop innovations in a spectrum of coordination and participation approaches in various open innovation networks. Thus the framework couples such approaches Furthermore, the present study integrates to four previously identified types of living lab networks (Leminen et al., 2012a) into the framework to identify and analyse innovation activities but options organisations have in open innovation networks.

A framework for analysing the configuration modes of living lab networks

This study proposes a conceptual framework for analysing the configuration modes of living lab networks (Figure 12). This framework can be used to categorise, identify and analyse structures and organisations as well as to pursue innovation development and the outcomes of innovations in diverse living lab networks. Thus, the framework reveals the typologies and concepts of living labs for managers and clarifies reasons for organisations to participate in open innovation networks, especially in living labs. In addition, the framework provides a means to arrange network governance towards potential and desired outcomes in living lab networks. The configuration models of living labs are interesting for managers and practitioners; thus, the framework offers a broad variety of alternatives of

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living lab networks for companies and other organisations. As explained earlier, network structures support types of innovations, where the study suggested that the network structure and driving actors influence the desired outcomes in innovation.

Living lab driven by actors

Enabler-driven Provider-driven User-driven Utilizer-driven Centralized structure Distributed structure Distributed multiplex structure Li ving la b ne two rk conf ig ura tion incremental innovations incremental innovations radical innovations

Figure 11. A framework for analysing the configuration modes of living lab networks

(modified from Leminen et al., 2015a

)

More specifically, this study suggested that managers wishing to target a radical innovation in open innovation networks should select the distributed multiple network structure. Distributed and centralised open innovation network structures promote an emergence of incremental innovation in open innovation networks. Beside the network structure, managers should pay attention to the stakeholder driving the networks, because provider-driven and utilizer-driven living labs enable an emergence of a radical innovation in open innovation networks. User- driven and enabler-driven living labs support an emergence of an incremental innovation in open innovation networks.

User role path towards becoming a creative consumer

This study introduces the user role path in becoming a creative consumer (Figure 13). The user role path integrates the dimensions of the degree of user activity (“high” versus “low”) and a firm´s view of co-creation (“user as a subject” versus “user as an object”) when approaching creative consumers. The introduced framework enables managers to diagnose the type of user involvement managers wish to engage in their organisations’

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innovation activities. Organisations may find ways to inspire users along a spectrum of user activity and firm´s view of co-creation.

Figure 12. The user role path towards becoming a creative consumer (Leminen et al.

2014a, 5)

The user path and the four user roles are particularly interesting for managers and practitioners. Hence, two fundamental different options exist for a firm’s view of co-creation: a user may act as a subject or an object of a study. Such views limit the options that companies and other organisations may have with users in living labs. In other words, a high degree of a user activity is coupled to co-creator and/or contributor roles rather than users having roles of informant and/or tester. More specifically, this study proposed that a user role of a co-creator supports an emergence of a radical innovation in open innovation networks. In contrast, this study also proposed that a user role of an informant, a tester, and a contributor supports an emergence of an incremental innovation in open innovation networks.

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Roles and role sets as a tool for innovations

This study also proposes that managers and practitioners can see open innovation activities and the relationships of different stakeholder in a new light with the help of roles and role sets. All actors may review stakeholder roles and positions in networks; thus, a company can organise its innovation goals and activities to meet the desired roles and positions of stakeholders in innovation networks. In other words, roles and role sets are particularly interesting for managers and practitioners. Hence, this study proposed that a manager may decrease the complexity of innovation activities by predefining roles of stakeholders and role patterns in innovation activities in an open innovation network. Thus, such roles and role sets include a broad variety of options that companies and other organisation have in living labs when such organisations participate in innovation activities. Such roles provide reveal options: the organisation may take or make their roles with other stakeholders in living labs. More specifically, decreasing the complexity of open innovation networks pursue on a predefined innovation outcome(s) (incremental innovations) in innovation networks; thus, stakeholders are taking their roles. In contrast, this study proposed that an open innovation network increases the emergence of undefined and novel innovation outcomes by increasing the complexity of innovation activities, by fostering dynamics and learning between stakeholders, and by adapting a broad continuum of roles and role patterns in innovation activities. This study suggests the identified roles and role sets as a starting point when developing innovation activities with a broad variety of stakeholders in different contexts.