An empirical evaluation of management and operational capabilities for innovation via co‐creation

Abstract

Purpose

The aim of this study is twofold: to evaluate empirically the incidence of co‐creation activities; and to identify company characteristics that enable capabilities for innovation via co‐creation.

Design/methodology/approach

The study used a positivist research methodology that focused on data collection via a literature‐based designed questionnaire, followed by analyses of the collected data. This first stage study focused investigation on a sample of high turnover companies, the “Top 250 Companies” annual list published by Durham University Business School, operating in the North East region of England. Eighty complete questionnaires were returned, representing a response rate of 32 per cent.

Findings

The results of the survey indicated that co‐creation activities and capabilities were not extensive in the sample population. However, the companies that were strategically focussed on meeting the demands of individual customers were more inclined to have developed capabilities necessary for co‐creation activities. This finding supported the presuppositions for co‐creation identified in the literature. There was also evidence in the survey that indicated the need for the greater use of information and computing technology in business processes in the sample population, and the improvement of communications systems to enhance co‐creation activities and create value.

Originality/value

This is the first attempt to explore and quantify co‐creation activities in the UK across industry sectors, and to demonstrate how such analyses can be used to assist business growth and economic development.

Citation

Reay, P. and Seddighi, H.R. (2012), "An empirical evaluation of management and operational capabilities for innovation via co‐creation", European Journal of Innovation Management, Vol. 15 No. 2, pp. 259-275. https://doi.org/10.1108/14601061211221002