Search results
1 – 10 of over 13000Tiago Oliveira, Helena Alves and João Leitão
This systematic literature review aims to identify the main areas of study related to co-creation and innovation in Higher Education Institutions (HEIs), as well as the main…
Abstract
Purpose
This systematic literature review aims to identify the main areas of study related to co-creation and innovation in Higher Education Institutions (HEIs), as well as the main external and internal stakeholders with whom co-creation is made.
Design/methodology/approach
The empirical approach is based on 258 articles selected from the Web of Science (WoS), Clarivate Analytics and Scopus, Elsevier databases, with analysis of titles, abstracts and keywords following a research protocol. VOS viewer and CitNetExplorer software were used, with the twin aim of identifying publications with a higher number of citations and designing maps of reference word co-occurrence.
Findings
The analysis led to three clusters being identified: Cluster 1. Management and transfer of knowledge from HEIs to companies; Cluster 2. Co-creation and innovation in HEIs through cooperation between universities and companies; and Cluster 3. Universities’ third mission and their role in developing entrepreneurship education. The results of the literature clusters analysis led to proposing a conceptual model of analysis.
Research limitations/implications
Despite only employing two databases and the content analysis criteria, the three found clusters are linked, recognising the interplay between co-creation and innovation in HEIs, knowledge transfer to enterprises and the influence on HEIs' third goal.
Practical implications
This systematic literature review highlights and gives a picture of the state-of-the-art in co-creation and innovation in HEIs, as well as presenting a model of co-creation and innovation in HEIs that can contribute to reinforcing the University-Industry-Community ties.
Social implications
This study can lead to a better knowledge of the issue of co-creation and innovation at HEIs, as well as a deeper analysis of the sorts of relationships between HEIs and their stakeholders, as well as its impact on surrounding areas and influence.
Originality/value
The research highlights the interaction between HEIs and their stakeholders on a basis of value co-creation and innovation, providing mutual benefits for all involved, as well as greater development and recognition of HEIs and their surrounding regions’ image andreputation. A future research agenda is also presented on the topic of co-creation and innovation in HEIs.
Details
Keywords
Robert DeFillippi and Thorsten Roser
An important task for all strategy leaders contemplating the use of co-creation is to determine how well the numerous co-creation project-design choices available to them align…
Abstract
Purpose
An important task for all strategy leaders contemplating the use of co-creation is to determine how well the numerous co-creation project-design choices available to them align with their strategic priorities.
Design/methodology/approach
In order to implement co-creation, firms need to assess how their projects or initiatives support their strategic commitments and priorities. To this end, the authors offer managers a practical, easy-to-use assessment framework.
Findings
Executives should consider their approach to co-creation in terms of crafting and managing a portfolio of initiatives to be categorized and managed differently according to their strategic significance – high, medium or low.
Practical implications
A six-question assessment framework was inductively derived from an extensive literature review (113 articles) focusing on practices associated with co-creation and stakeholder involvement. Though they do not represent an exhaustive list of categories for assessment, they do, however, identify strategically important choices involved in designing co-creation ventures.
Originality/value
The six-question assessment framework is applied to the case of the Xerox-P&G co-innovation partnership, which illustrates how such significant co-creation initiatives might be profiled, and their main design choices analyzed.
Details
Keywords
Daniela Corsaro and Grazia Murtarelli
Scholars have affirmed that a conceptualization of value co-creation in business relationships should reflect the nature and characteristics of interactional processes that occur…
Abstract
Purpose
Scholars have affirmed that a conceptualization of value co-creation in business relationships should reflect the nature and characteristics of interactional processes that occur in use. The advent of sales and marketing technologies, however, is changing the nature and dynamics of interactions. New trends in digitalization have played a significant role in emphasizing and facilitating the occurrence of business-to- business (B2B) collaborative or sharing economy. The B2B sharing economy and value co-creation are closely intertwined, as businesses harness the power of shared resources and collaboration to generate value in diverse ways. This study highlights the importance of going beyond value co-creation in studying B2B collaborative economy, unpacking the interconnected value processes that influence value co-creation. It also aims at showing the activities that characterize multiple joint value spheres among actors.
Design/methodology/approach
The study consists of 49 qualitative interviews with managers operating in different industries.
Findings
The paper shows that when considering digital B2B contexts, five joint value spheres in business relationships should be considered: a value co-creation, a value appropriation, a value communication, a value measurement and a value representation sphere. Each one is characterized by specific activities that are relevant from a managerial point of view.
Originality/value
This study highlights that value co-creation has often been over stressed when discussing business interactions, also with the advent of new technologies. Rather, this study offers a more comprehensive view of value co-creation that includes different value processes occurring in joint value spheres. These further processes are relevant because failure and success in business relationships within the B2B sharing economy are often dependent from activities outside the value co-creation process, which strongly affect it. Such knowledge will also open up new research venues and opportunities to better contribute to the practice of value management in business relationships.
Details
Keywords
Herbert Sima, Henry F.L. Chung and Yulong Liu
Drawing on the organizational learning and relational governance literature, this study aims to advance a theoretical model to explain the export performance of emerging market…
Abstract
Purpose
Drawing on the organizational learning and relational governance literature, this study aims to advance a theoretical model to explain the export performance of emerging market export ventures.
Design/methodology/approach
This study selects quantitative methodology because the main objective of this study is to explore the role of export ventures’ performance (past) on guanxi networking, co-creation marketing strategies and present performance.
Findings
The empirical evidence suggests that guanxi networking and co-creation strategy can mediate the relationship between export venture performance in the preceding year and export venture performance in the following year. In addition, this study also provides some guidance for emerging market export ventures on how to build a strong guanxi networking and create opportunities for collaboration when the effect of export performance in the preceding year on current performance is absent.
Originality/value
The authors propose the inclusion of strategic guanxi networking-related factors (e.g. top executives’ ties with business-to-business customers, such as distributors in the host market) in the prior performance-current performance paradigm. The outcomes of this study also contribute to extant organizational learning theory research by integrating preceding performance research with the co-creation theory. The study offers new insights into organizational learning and relational governance from the emerging market perspective.
Details
Keywords
Muhammad Salman Latif and Jian-Jun Wang
Given the progressive rise of online health communities (OHC) that have predominantly changed health delivery services, healthcare organizations still face tremendous challenges…
Abstract
Purpose
Given the progressive rise of online health communities (OHC) that have predominantly changed health delivery services, healthcare organizations still face tremendous challenges of low patient participation and lack of high-quality contribution to OHC. Prior scholars indicated that inducing patient value co-creation behavior (VCB) is substantially beneficial for the sustainable growth of OHCs. However, what drives patients' behavior to co-create value is still unknown. To fill this important gap, this study used the service-dominant logic of value co-creation theory and face (mianzi in Chinese) literature to discover how patient co-creation attitude (CA) affects patient VCB. Also, this study aimed to explore the joint mechanism of how face gain (FG) and face loss (FL) impact patients' VCB in OHCs.
Design/methodology/approach
The survey data of 322 patients actively using OHC in China were analyzed via partial least squares structural equation model (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA).
Findings
The results revealed that patient CA positively influences VCB, that is participation behavior (PB) and citizenship behavior (CB). Face gain (FG) strengthens the impact of CA and patient PB and CB, whereas face loss (FL) weakens the impact of CA and patient PB and CB. Furthermore, the fsQCA findings signify the robustness of the study model.
Originality/value
This study explores the multifaceted mechanism of patient value co-creation in OHC and discloses the crucial role of face for the first time. Further, the novel findings of this study provide a robust framework for advancing the understanding of important drivers of patient VCBs that significantly helps healthcare service providers and OHC managers to sustain OHCs.
Details
Keywords
Shenja van der Graaf, Le Anh Nguyen Long and Carina Veeckman
Han Shen, Xinge Li and Yangfan Zhang
With the development of tourism industry, online travel agencies (OTA) have gradually become an important channel for tourism product supplies and sales. Some OTAs provide…
Abstract
With the development of tourism industry, online travel agencies (OTA) have gradually become an important channel for tourism product supplies and sales. Some OTAs provide consumers with a platform for tourism guidance and online travel sharing. They not only satisfy some tourists’ desire to share their experiences but also provide reference for more consumers to choose travel products. This process is the process of value co-creation by customers and online travel companies. This study is conducted under DART theory, a theoretical framework of value co-creation composed of four dimensions, namely dialog, access, risk-assessment, and transparency. Brand equity is divided into four aspects: brand loyalty, brand awareness, customer perceived value, and brand image. This study uses the structural equation model to investigate the impact of customer value co-creation behavior on brand equity of online travel enterprises and interprets the process and mechanism of customer value co-creation behaviors for online travel business brand equity, which provides more efficient strategies and methods for platform interaction and value co-creation.
Details
Keywords
Shenja van der Graaf, Le Anh Nguyen Long and Carina Veeckman
Kaj Storbacka, Pennie Frow, Suvi Nenonen and Adrian Payne
Purpose – The aim of this chapter is to investigate how a focal market actor may design or redesign business models for improved value co-creation.Findings – We posit that value…
Abstract
Purpose – The aim of this chapter is to investigate how a focal market actor may design or redesign business models for improved value co-creation.
Findings – We posit that value is co-created in use as actors integrate resources in practices, which makes practices a fundamental unit of value creation. Greater density of resources, relevant to a specific practice and to the goals or mission of the actor, corresponds to greater value. The role of a provider is to support other actors in their value-creation processes by providing resources that ‘fit’ into their practices.
We identify 12 categories of business model design elements that need to be defined and developed in parallel. We conclude that a focal actor needs to strive for both intra-actor and inter-actor (meso-level) configurational fit of business model elements in order to enable purposeful co-creation in specific practices.
Finally, we propose that meso-level configurations develop in a three-phase process of origination, mobilization and stabilization. A focal actor wishing to improve co-creation in a network needs to develop value propositions not only for customers but also for other actor domains. Overall, the performative power of a market actor is dependent on its network position, the relative strength of its business model and the actor's ability to author compelling meanings.
Originality – The research contributes to the discussion on value co-creation by identifying three shifts in the unit of analysis: (1) we argue that use-value is co-created as actors integrate resources in practices, rendering practices a fundamental unit of analysis, (2) as practices are outcomes of business models, we identified business model design as a key unit of analysis for the improvement of value co-creation and (3) our view on business models is network-centric and we focus on how to introduce new business model elements in a specific actor network.
Practical implications – The realization of the fact that value creation occurs in networks of interdependent actors pinpoints the need for increased transparency both between functional silos and between actors. The business model framework identifies 12 design elements, which can act as a ‘checklist’ for managers wanting to engage in co-creative business models.
Details