Resonant co-creation as an approach to strategic innovation
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 14 November 2016
Abstract
Purpose
The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview transformation as central to resonant co-creation and overview the theoretical and practical foundations of this approach; and to offer a model on the facilitation of resonant co-creation in organizations.
Design/methodology/approach
Conceptual development with case illustration.
Findings
Resonant co-creation fosters strategic innovation through coaching and facilitation techniques that cultivate awareness, empathy, and advanced communication skills. This results in a fundamental shift in the engagement and interactions of teams, creating a new space for innovation.
Research limitations/implications
The framework offered herein brings conceptual clarity to specific approaches to and applications of resonant co-creation to achieve strategic innovation. By providing perspective on processes leading to innovation, it possible to be more precise about the relationships between consulting practices and stated organizational change outcomes.
Practical implications
The presentation and clarification of the theoretical model (the underlying grammar of facilitation) and specific techniques that can be used to drive worldview transformation can benefit coaches, facilitators, and leaders who wish to implement a co-creative organizational culture or improve outcomes of co-creative programs. By linking theory to practice, this paper can help change makers and managers better justify and implement resonant co-creation within their organizational contexts.
Social implications
Resonant co-creation facilitates an expansion of awareness that can lead to more sustainable business practices and workplace well-being. This benefits society at large through fostering more socially conscious and innovative organizations.
Originality/value
Resonant co-creation is a needed nuance to the very generalized notion of co-creation spread throughout organizations today. Clarifying this approach is useful to both practitioners and researchers who seek to understand or facilitate innovation and organizational change. The originality of this paper lies in the combination of the idea of co-creation with the psychological concept of worldview transformation. By creating shifts in individual and collective (organizational) worldview, resonant co-creation transforms the way people interact and ideate. This paper introduces a grammar of facilitation and specific techniques that shift worldview and create a space for strategic innovation.
Keywords
Acknowledgements
The author would like to acknowledge The PolyU School of Design.
Citation
Rill, B. (2016), "Resonant co-creation as an approach to strategic innovation", Journal of Organizational Change Management, Vol. 29 No. 7, pp. 1135-1152. https://doi.org/10.1108/JOCM-01-2015-0009
Publisher
:Emerald Group Publishing Limited
Copyright © 2016, Emerald Group Publishing Limited