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Strategy and co-creation thinking

Venkat Ramaswamy (Hallman Fellow and Professor of Marketing at the Ross School of Business, University of Michigan)
Kerimcan Ozcan (Assistant professor of marketing at the International University of Japan)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 4 November 2013

Abstract

Purpose

The authors propose that platforms of stakeholder engagement can become the new basis of enterprise value creation.

Design/methodology/approach

The authors report on how new co-creation engagement models can be designed all across the value chain of enterprise activities.

Findings

According to the authors' studies of leading firms, strategy making has become a joint process of co-creative discovery, as enterprises devise and develop new opportunities together with customers, partners and other stakeholders.

Research limitations/implications

Case examples of implementation at leading companies are offered.

Practical implications

Leaders will have to manage a process of value creation from a stakeholding-individual and experience-based perspective.

Originality/value

The article challenges leaders to question why companies should be limited by the internal competencies of the firm when co-creation platforms could provide access to greater competencies through a well-developed global resource base.

Keywords

Citation

Ramaswamy, V. and Ozcan, K. (2013), "Strategy and co-creation thinking", Strategy & Leadership, Vol. 41 No. 6, pp. 5-10. https://doi.org/10.1108/SL-07-2013-0053

Publisher

:

Emerald Group Publishing Limited

Copyright © 2013, Emerald Group Publishing Limited