In a recent study performed by aresearch team at the Airport LivingLab the participating user innovatorswhere questioned for the motivationaldrivers for participation. In thisspecific study all participants wereemployees at the airport but withdifferent work roles. The single mostpopular incentive was “improving myown worksituation”.Hence,whenvoluntaryactivity wasan optionto make their own situation better,they were well willing to work (to acertain limit) extra without personalfinancial gain to achieve a bettersituation for themselves, since thiswould improve their overall workexperience. Also highly regarded, butstill way behind the leadingalternative, was “intellectuallystimulating” and “collaboratingcollectively” while the incentive“financial compensation” was ratedsurprisingly low.
Innovation network participationmay lead to long-term commitmentsdue to lock-in effects
People who have joined a network andstarted collaborating with peers willbe less likely to leave the community.There are primarily four reasons forthis:
. When interacting withpeers there are increased likeliness of receiving positive feedback fordistinguished traits of the participant.For many, itisimportantto interactin acommunitywhere yourspecialknowledge is appreciated. Leaving thecommunity would mean ending therecognition stimulus.
. When relationships havebeen built within the network, bothemotionally and professionally, theymay all be lost if membership isdiscontinued. For very deepengagements, participants may evengive up other external relationshipsthat compete for participants’available time.
. Once certaininvestments have been made to thecommunity - may they be man-hours,monetary or skill - the investmentmade will not turn into profit if thenetwork is abandoned.
INCENTIVES FOR USER PARTICIPATION INOPEN INNOVATION NETWORKS”
Håkan Ozan, CSCNovember 2009