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Article
Publication date: 31 August 2021

Sergio Takahashi and Vania Passarini Takahashi

The purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of…

Abstract

Purpose

The purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of analyzing the necessary adaptation of organizational processes and to structure a proposal of an integrated process.

Design/methodology/approach

This paper is a review article, an analysis of relevant articles in the areas of co-creation with multiple stakeholders, innovation networks, dynamic capabilities and organizational aspects linked to network organization which reflect on the main differences by relating them to the relevant literature.

Findings

Identification of related processes: Innovation development, knowledge integration/sharing, Co-evolution, Value Co-creation, Value Capture, Stakeholders capabilities, and elements of an integrated process in an innovation network.

Originality/value

Proposition of an integrated co-creation process with multiple stakeholders in an innovation network based on dynamic capabilities with the elements of literature and an analysis of the model variables. This process makes it possible, before reconfiguring the network itself, to create and to define the Project in an integrated manner. They also promote an evolution in the commitment, in the relationship and in the sharing of knowledge among the stakeholders and in the anticipation and evaluation by the stakeholders.

Details

Innovation & Management Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2515-8961

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Article
Publication date: 5 June 2020

Yasir Rashid, Anisha Tanveer, Zeeshan Shaukat and Imran Sadiq

This paper aims to highlight four features of value co-creation among actors in a business-to-business environment. Service-dominant (S-D) logic of marketing is used as a…

Abstract

Purpose

This paper aims to highlight four features of value co-creation among actors in a business-to-business environment. Service-dominant (S-D) logic of marketing is used as a theoretical lens to view at the process of value co-creation.

Design/methodology/approach

Using an interpretive methodological approach, the authors collected empirical material from a single case based in New Zealand. The case was based on the collaboration, interaction and relationship between vendor and client during an information and communication technology (ICT) systems integration project. The unit of analysis was “points of value creation.” Empirical material came from observation, in-depth interviews and documents such as meeting notes and email logs. Interpretation highlighted four features of the value co-creation process: motivators, outcomes, disadvantages and management. Moreover, personal and network aspects of value co-creation process emerged.

Findings

The findings of this study capture benefits, as well as conflicts and frustrations, in a value co-creation process. Furthermore, it provides future research motivations for researchers currently working to develop S-D logic of marketing.

Originality/value

It is suggested that there is relatively little direction on how value co-creation process should be undertaken in different contexts such as retail, education, health care and ICT. There is a need to understand the dynamics and specification of value co-creation process, as the literature is scarce in this field.

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Article
Publication date: 3 April 2017

Michael W. Preikschas, Pablo Cabanelas, Klaus Rüdiger and Jesús F. Lampón

This paper aims to explore how value co-creation processes can influence the generation of dynamic capabilities and the retention of industrial customers. The authors…

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2394

Abstract

Purpose

This paper aims to explore how value co-creation processes can influence the generation of dynamic capabilities and the retention of industrial customers. The authors explore this influence with the support of social exchange theory and resource-based view.

Design/methodology/approach

The methodology applied was qualitative research, based on 29 semi-structured in-depth interviews with owners, managing directors and technical managers with previous experience in co-creation processes. The research was performed in four different European countries and is focused on the mobile crane industry.

Findings

The findings suggest that co-creation processes promote the generation of dynamic capabilities linked to adaptation, knowledge, innovation and relationship management. In addition, the closer contact with customers and the availability of their expertise favour the development of solutions that better meet their needs, bridging the cognitive gap which often exists between partners. Regarding customer retention, the results show that co-creation processes foster customer predisposition to buy and cross-sell.

Originality/value

Although value co-creation is a topical subject, research in industrial marketing literature analysing the effects of co-creation processes has been scarce up to now. This paper aims to contribute to the debate by analysing how the co-creation of value can influence the generation of dynamic capabilities in companies and how it affects the retention of industrial customers. Based on social exchange theory and dynamic capabilities, the researchers have been able to address how value is developed and its influence in customer retention proxies.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 3
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 13 July 2015

Kofi Osei-Frimpong, Alan Wilson and Nana Owusu-Frimpong

The purpose of this paper is to investigate value co-creation processes from the focal dyad of the patient and the physician and how their experiences in the consulting…

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1600

Abstract

Purpose

The purpose of this paper is to investigate value co-creation processes from the focal dyad of the patient and the physician and how their experiences in the consulting room affect the value that is created.

Design/methodology/approach

Semi-structured interviews incorporating the critical incident technique (CIT) were conducted with 8 doctors and 24 outpatients in selected hospitals in Ghana, exploring their experiences during their encounter in the service delivery impacting on the value creating healthcare opportunities. An abductive and thematic analytical approach was used to identify 76 useable critical incidents that had clear consequences on both the outcome of the service and the service experiences of the patient.

Findings

The study reveals three critical areas needed to support the value co-creation process and respective elements or activities to be considered during the service encounter. The critical areas comprise of the social context, beliefs and perceptions, and partnership between the focal dyad. The findings also suggests that patients do not consider “getting well” as the only value that they seek, but also the total experiences they go through in the consulting room. Also some physicians find it difficult to accept the recent changes in the patients’ behaviour and attitudes, resulting in knowledge conflict that adversely affects actors’ experiences in the consulting room.

Research limitations/implications

The study considered only one of the many professionals in the healthcare delivery, which may affect the true value perceptions of the patient.

Practical implications

The study provides service providers understanding of the processes that influence the patients’ experiences and value creation and the changing trends in the patient’s attitudes. The findings suggest a need for providers to take a holistic view of the service delivery and consider the critical areas, which could impact on the overall service outcomes.

Originality/value

This study extends the research on CIT to exploring the value co-creating processes in the healthcare setting. This also provides clarity in understanding the interdependence of the two actors and how this is managed as a resource in the value co-creation process at the micro level.

Details

Journal of Service Theory and Practice, vol. 25 no. 4
Type: Research Article
ISSN: 2055-6225

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Article
Publication date: 3 August 2012

Tiziana Russo‐Spena and Cristina Mele

The purpose of this paper is to frame innovation as a process of co‐creation according to a practice‐based view.

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7961

Abstract

Purpose

The purpose of this paper is to frame innovation as a process of co‐creation according to a practice‐based view.

Design/methodology/approach

The paper focuses on the innovation practices that occurred within the web contexts of ten companies. In accordance with netnography research, data include preliminary studies of the web‐based context, naturalistic observations of the community and the activities of its members, and direct interactions with the members of the innovating community.

Findings

This work proposes the integration of innovation, practice and the emerging co‐creation research. The paper develops the five “Co‐s” model including: co‐ideation, co‐valuation, co‐design, co‐test and co‐launch. Each “Co‐“ represents a phase of the innovation process resulting from dynamic and on‐going interactions among resources, actions, and a group of actors who are interrelated via a dense network. Within each “Co‐“, the authors identify practices and elements of practices.

Practical implications

A firm's managers should influence co‐creation opportunities by contributing to script practices. These managers should be able to consider more clearly the full options of co‐creation activities and be involved in designing and responding to co‐creation initiatives. They should also understand that each phase could provide an opportunity for collaboration that enhances the value of co‐creation. In this manner, managers could orchestrate multiple resources (e.g., actors, actions tools and output language).

Originality/value

This work brings innovation into the realm of practice by moving the focus from the outcome to the process –, i.e. from innovation as a new artefact to the act of innovating. In this context, innovating is the system of on‐going co‐creation practices performed by people who merge knowledge, actions, tools, languages and artefacts to create something new and better. In this view, innovators are carriers of practices.

Details

Journal of Service Management, vol. 23 no. 4
Type: Research Article
ISSN: 1757-5818

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Article
Publication date: 8 May 2017

Jakob Trischler, Simon J. Pervan and Donald Robert Scott

Many firms use customer co-creation practices with the aim of benefiting from their customers’ knowledge, skills and resources. This paper aims to explore co-creation

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1827

Abstract

Purpose

Many firms use customer co-creation practices with the aim of benefiting from their customers’ knowledge, skills and resources. This paper aims to explore co-creation processes which involve users with different background characteristics and motivational drivers.

Design/methodology/approach

The study builds on an analysis of data from six teams in which users collaborated with in-house professionals for the development of new service concepts. Observations and open-ended questionnaires provided insights into the teams’ development processes. Independent experts rated the generated concepts. The data were analysed using cross-comparison matrices.

Findings

The findings suggest that the co-creation process and outcomes can be influenced by numerous intra-team factors, including relationship and task conflicts, participation style, team bonding, team identity and cohesiveness and intra-team collaboration. Their occurrence and influence seem to be linked with a specific team composition. A conceptual co-creation process model and six propositions are used to describe the complex relationships between team composition, intra-team factors and key innovation outcomes.

Research limitations/implications

Research that investigates user involvement in teams needs to consider the complexity of intra-team factors affecting the development process and outcomes. The findings are limited to a specific setting, design task and user sample. Future research should replicate this study in different sectors.

Practical implications

Key to customer co-creation is the systematic recruitment of users based on their background characteristics and motivational drivers. For instance, the involvement of users with very specific innovation-related benefit expectations can cause conflict, leading to narrowly focused outcomes. This, however, can be mitigated by the form of facilitation and roles adopted by in-house professionals. Understanding intra-team dynamics can allow the firm to assemble and facilitate customer co-creation so that generated outcomes can align with set innovation targets.

Originality/value

This paper provides original insights into the “black box” of the customer co-creation process and the complex relationship between team composition, intra-team factors and key innovation outcomes.

Details

Journal of Services Marketing, vol. 31 no. 3
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 9 August 2021

Seyedeh Khadijeh Taghizadeh, Syed Abidur Rahman and Malliga Marimuthu

The purpose of this paper is to examine the influence of the dialogue, access, risk assessment and transparency model of value co-creation processes (dialogue, access…

Abstract

Purpose

The purpose of this paper is to examine the influence of the dialogue, access, risk assessment and transparency model of value co-creation processes (dialogue, access, risk and transparency) on new service market performance (NSMP) with the mediating role of value-informed pricing in the context of business-to-business (B2B).

Design/methodology/approach

The data were collected through a cross-sectional survey of 230 managers of the telecommunications industry in Malaysia and analyzed through structural equation modeling using SmartPLS v.3.3.3 software.

Findings

This study found that dialogue and transparency are predictors of NSMP. The findings indicate that value-informed pricing plays a mediating role in the relationship between dialogue and transparency with NSMP.

Practical implications

Disclosing pricing related information, providing up to date information to the customers, making clear to the customers about new offerings would certainly influence value-informed pricing. Thus, managers can enhance customer engagement in the interaction processes to better understand customer expectations of new services and how the new services should be priced.

Originality/value

The link between value co-creation and value-informed pricing has been only conceptualized in literature. This study has opened a new stream of research, examining the relationship of interactional-based value co-creation process with value-informed pricing and NSMP in the context of B2B relationship from providers’ perspective.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 4 February 2021

Anupriya Khan and Satish Krishnan

The purpose of this study is to develop an in-depth understanding of the overall process of facilitating co-creation of e-government services, focusing on the government's…

Abstract

Purpose

The purpose of this study is to develop an in-depth understanding of the overall process of facilitating co-creation of e-government services, focusing on the government's role in fostering citizen engagement.

Design/methodology/approach

This study conducted a meta-synthesis of qualitative case studies encompassing analyses on a case-specific level followed by syntheses on a cross-study level.

Findings

Through meta-synthesis, the study developed an integrated framework, the process theory view of enabling co-creation of e-government services, illustrating how co-creation could be initiated and facilitated by the government.

Research limitations/implications

By providing critical insights into co-creation steps, the process theory view offers a holistic theoretical understanding of enabling co-creation by identifying factors driving and motivating governments to initiate co-creation activities, interpreting the prerequisites for co-creation and the importance of impact assessment.

Practical implications

This study offers important implications for public authorities, administrators and policymakers by helping them enhance their knowledge base on the co-creation process to facilitate a higher level of collaboration between citizens and government for effective and efficient public service delivery through e-government.

Originality/value

While it is widely acknowledged that citizen engagement is crucial for improving and transforming the development and delivery of e-government services, it is equally recognized as a challenging and complex task. Through a meta-synthesis of qualitative case studies, this study is one of the first to develop a process theory view for offering a holistic understanding and crucial insights for addressing the concerns over the co-creation of e-government services.

Details

Internet Research, vol. 31 no. 4
Type: Research Article
ISSN: 1066-2243

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Article
Publication date: 9 November 2020

Edith Andresen

The purpose of the study is to identify and develop a framework to clarify facilitating orchestrator hub-team roles; their interactions, linked capabilities and…

Abstract

Purpose

The purpose of the study is to identify and develop a framework to clarify facilitating orchestrator hub-team roles; their interactions, linked capabilities and activities; and the hub-team concept. This framework is illustrated by a case study of an orchestrator hub-team facilitating cross-country and network co-creation in Northern Sweden, Norway and Finland.

Design/methodology/approach

The following two approaches are used: a conceptual approach that combines various source materials and concepts related to the “bricolage approach”; and an empirical approach that illustrates the conceptual framework using a longitudinal, qualitative, single-case study and the action research method.

Findings

By combining research related to three differing yet somewhat overlapping research perspectives, three facilitating orchestrator hub-team roles are identified, linked to orchestrator capabilities and activities relevant to innovative value creation in extensive networks including both private and public actors highlighting the role of people in networks. An orchestrator hub-team framework and five related activity categories are developed and introduced.

Research limitations/implications

This study contributes to research on the orchestration of innovative co-creation in extensive networks and network management by clarifying the facilitating orchestrator hub-team roles and their related capabilities and activities, and thereby describing the role of a centrally positioned hub-team.

Practical implications

The hub-team framework may bring structure and understanding to hub-teams, thus easing and enabling orchestration and value co-creation.

Originality/value

This study offers a further developed, integrated framework for intermediating the facilitating roles of a hub-team orchestrating extensive network and public/private co-creation.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 9
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 11 April 2016

Tzu-Yi Kao, Ming-Hsien Yang, Ji-Tsung Ben Wu and Ya-Yun Cheng

This study aims to develop a process model to facilitate enterprises’ co-creating value with consumers through social media.

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8397

Abstract

Purpose

This study aims to develop a process model to facilitate enterprises’ co-creating value with consumers through social media.

Design/methodology/approach

Drawing on the concepts of internet-based co-creation and collective action theory, this study outlines a five-stage model (Interact-Engage-Propose-Act-Realize, IEPAR) of utilizing social media to co-create with consumers, enriches the model through in-depth interviews with industry experts and briefly illustrates how it can be applied in practice using a service firm case.

Findings

This study clarifies the co-creation process in the social media environment. For each of the process’s five stages, the objectives to be accomplished by the social media operator and the means to complete the objectives are illustrated.

Research limitations/implications

This study illustrated the proposed model with a representative service firm. Future study may refine the model by gathering additional data from real implementations to improve its effectiveness in practice.

Practical implications

This study suggests how an enterprise can construct a consumer co-creation platform from a managerial perspective. The proposed model can serve as a reference that enterprises can implement to increase customer value through co-creation using social media.

Originality/value

Enterprises have begun to notice the power of serving as a platform for co-creating value with consumers. However, it is seldom related to literature. The proposed model of the co-creation process in the social media environment can supplement past research.

Details

Journal of Services Marketing, vol. 30 no. 2
Type: Research Article
ISSN: 0887-6045

Keywords

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