Mason R. Jenkins’s research while affiliated with University of North Carolina at Charlotte and other places

The open and user innovation (OUI) literature indicates that a variety of actors can play pivotal roles in the innovation process, but to date, many of these roles are under researched and poorly understood. Through a multiple stakeholder view combined with a systematic review of the OUI literature, we identify three key stakeholder roles (creator, contributor, customer) and three separate types of actors (individuals, firms, groups) to create a 3 × 3 OUI Stakeholder Matrix typology. This matrix encompasses the major stakeholders found in the OUI literature and is designed to foster closer collaboration between open innovation and user innovation scholars. Specifically, this article prioritizes identifying and understanding overlooked innovation stakeholders to clarify how their activities might create value for both customers and firms. The authors conclude by developing a series of actionable research questions centered on four primary themes that relate to stakeholder power, stakeholder role transitions and multi-role stakeholders, firms’ beliefs around what drives value in an OUI initiative, and the possible emergence of new stakeholders in OUI programs.

The phrase the “customer is always right” assumes that customers provide universal benefits for firms. However, in recent years, customer deviance is on the rise and the academic literature has provided little insight into the drivers of deviance, the actual behaviors, and strategies for how managers can better manage a customer base that cannot be classified as universally benign. This article addresses customer deviance ranging from classic examples like shoplifting to engaging in hostile to anti-brand behaviors on social media or even breaking established norms such as trespassing in stores after closing hours. In an effort to spur new research into customer deviance, we propose a customer deviance framework encompassing the triggers, behaviors, and consequences of customer deviance with attention given to differentiating firms, employees, and other customers as the possible targets of deviant behaviors. We outline prevention strategies that comprise social, design, and technological-oriented factors, which in turn can help firms better manage deviant behavior. In doing so, we identify gaps in the literature and close with an actionable agenda for future research that can help firms curtail these negative customer behaviors.