{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,9,19]],"date-time":"2025-09-19T09:33:09Z","timestamp":1758274389802,"version":"3.41.2"},"reference-count":83,"publisher":"Emerald","issue":"10","license":[{"start":{"date-parts":[[2024,8,15]],"date-time":"2024-08-15T00:00:00Z","timestamp":1723680000000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["IMDS"],"published-print":{"date-parts":[[2024,10,1]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>Although the literature provides insights into the role of experiential learning based on prototypes in identification of latent customer need, it offers different views on the role of product prototypes in improving the efficacy of learning customer need, and also neglects the role of vicarious learning in prototype-based experiential learning. In a data-rich environment, market big data create new opportunities to learn from vicarious, digitalized experiences that are not observable with prototype-based learning. Therefore, the purpose of this study is to compare the effects of product prototype strategies \u2013 basic prototype strategy and enhanced prototype strategy \u2013 on identification of latent customer needs, and determine how each prototype strategy interacts with vicarious learning based on market big data to identify latent customer needs.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>We collected data from 299 Chinese manufacturing firms via on-site surveys to explore our research question. All of our hypotheses were supported by the regression results.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>This study finds that both the enhanced and basic prototype strategies (experiential learning from direct market experience based on prototyping) have positive effects on latent need identification, but the effect of enhanced prototypes is stronger. Furthermore, the enhanced and basic prototype strategies have different interaction effects with market big data (vicarious learning from indirect market experiences) on latent need identification.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This research extends the literature on prototype-based learning for latent need identification. It also contributes to the experiential prototype-based learning literature by exploring the role of vicarious learning based on market big data.<\/jats:p><\/jats:sec>","DOI":"10.1108\/imds-11-2023-0836","type":"journal-article","created":{"date-parts":[[2024,8,14]],"date-time":"2024-08-14T09:48:13Z","timestamp":1723628893000},"page":"2939-2964","source":"Crossref","is-referenced-by-count":2,"title":["Prototype strategy, market big data and identification of latent customer needs: an organizational learning perspective"],"prefix":"10.1108","volume":"124","author":[{"ORCID":"https:\/\/orcid.org\/0000-0003-1301-149X","authenticated-orcid":false,"given":"Xi","family":"Song","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"ORCID":"https:\/\/orcid.org\/0000-0003-3587-7470","authenticated-orcid":false,"given":"Zelong","family":"Wei","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-6755-2315","authenticated-orcid":false,"given":"Yongchuan","family":"Bao","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","published-online":{"date-parts":[[2024,8,15]]},"reference":[{"issue":"3","key":"key2024093009213842900_ref001","doi-asserted-by":"publisher","first-page":"355","DOI":"10.5465\/amr.2010.0146","article-title":"Crowdsourcing as a solution to distant search","volume":"37","year":"2012","journal-title":"Academy of Management Review"},{"issue":"4","key":"key2024093009213842900_ref002","doi-asserted-by":"publisher","first-page":"3008","DOI":"10.1287\/mnsc.2021.4030","article-title":"Crowdsourcing ideas using product prototypes: the joint effect of prototype enhancement and the product design goal on idea novelty","volume":"68","year":"2022","journal-title":"Management Science"},{"issue":"5","key":"key2024093009213842900_ref003","doi-asserted-by":"publisher","first-page":"1123","DOI":"10.1287\/orsc.1100.0621","article-title":"Organizational learning: from experience to knowledge","volume":"22","year":"2011","journal-title":"Organization Science"},{"volume-title":"The Nature of Technology: What it Is and How it Evolves","year":"2009","key":"key2024093009213842900_ref004"},{"issue":"8","key":"key2024093009213842900_ref005","doi-asserted-by":"publisher","first-page":"1407","DOI":"10.1016\/j.respol.2012.02.003","article-title":"Financial signaling by innovative nascent ventures: the relevance of patents and prototypes","volume":"41","year":"2012","journal-title":"Research Policy"},{"issue":"3","key":"key2024093009213842900_ref006","doi-asserted-by":"publisher","first-page":"1200","DOI":"10.1111\/1467-8551.12549","article-title":"The role of Big Data Analytics in manufacturing agility and performance: moderation\u2013Mediation Analysis of organizational creativity and of the involvement of customers as data analysts","volume":"33","year":"2021","journal-title":"British Journal of Management"},{"issue":"3","key":"key2024093009213842900_ref007","doi-asserted-by":"publisher","first-page":"444","DOI":"10.1002\/sej.1350","article-title":"Identifying the tacit entrepreneurial opportunity of latent customer needs in an emerging economy: the effects of experiential market learning versus vicarious market learning","volume":"14","year":"2020","journal-title":"Strategic Entrepreneurship Journal"},{"issue":"3","key":"key2024093009213842900_ref008","doi-asserted-by":"publisher","first-page":"594","DOI":"10.1177\/0149206308316968","article-title":"How do firms learn to make acquisitions? 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