Within the open innovation context, rapid diversification of innovation sources disrupted value chains, providing new phenomena associated with lead users. Consequently, new profiles/loci, innovations/managerial strategies and new identification techniques linked to lead users have been studied in parallel with neighboring concepts or within broader issues. Nevertheless, literature relating solely to a precise segmentation of knowledge specific to lead users remains scarce. To fill this gap, this study aims to reduce knowledge dispersions within lead users’ research area by synthesizing/categorizing data directly related to them.
A systematic literature review was conducted through the “Preferred Reporting Item for Systematic Review and Meta-Analysis” approach and presents a well-categorized summary, whereby the broad variety of specific concepts associated to lead users is highlighted.
A new conceptual model is proposed from a multi-dimensional segmentation perspective. The theoretical corpus mobilized makes it possible to identify lead users in terms of profiling – relationships toward firms and within value chains – sectors of belonging. Furthermore, several methods used to identify lead users such as – measuring scales – digital network ratios – Web apps – publication patents – an improved cost-sensitive learning support vector machine, are presented. Finally, management techniques/innovations generated for/by lead users are synthetized within a matrix with their respective examples and real-world business practices’ impacts.
Lead users’ classification by age group is very useful because companies can identify lead users in very precise population segments. However, the authors believe that age is not sufficient to identify lead users, as it would be interesting to include other profiling criteria in the lead user identification process. For example, one can check if the community ethnic origin of consumers influences their behavior in a highly heterogeneous consumption context.
Lead users identification tools are used in consumption’s contexts. In authors’ opinion, these contexts are limited because other fields could benefit from lead users’ abilities. Indeed, these instruments would be a major key in human resources management, as they would make it easier for companies to identify and recruit their future lead users’ employees.
Concepts associated with lead users are expressed not only in terms of innovations but also in terms of management strategies generated by/for lead users. This cleavage is important to observe, as lead users are such gifted individuals/entities that their presence benefits not only the market (uses detoured, technologies exported outside a specific activity field, new inventions protected by patents) but also companies (boot legging, work process designed by lead users, embedded lead users) and the value network/society in whole (managing the integration of lead users into innovation networks).
Classifications suggested could represent relevant dashboards guiding managers in their lead users’ relating strategies.
