1 Introduction

Abstract

The array of organizational forms is not constant. Changing environmental conditions (Stinchcombe 2000) frequently force organizations to realign their structure and processes to their purposes (Miles et al. 1978). New organizational forms (NOF) arise. Over the last two decades technological breakthroughs in computer-mediated communication have caused major environmental changes. Therefore, the internet noticeably serves as a breeding ground for various NOF. One of the best known NOF is the online community in which a group of volunteers exchange various forms of content electronically (Rheingold 2000). Online innovation communities (OIC) are a more specific form of this NOF. In these organizations sometimes thousands of members contribute voluntarily to a jointly developed innovative outcome (Raasch et al. 2009). This outcome can be manifold, e.g. software, physical products or content. In many cases users of the outcome represent the majority of the involved community members. Hence, collaborative innovating in virtual organizations is obviously closely related to the phenomenon of user innovation.