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Article
Publication date: 28 May 2020

Malin Lindberg, Åsa Wikberg Nilsson, Eugenia Segerstedt, Erik Hidman, Kristina L. Nilsson, Helena Karlberg and Johanna Balogh

The purpose of this paper is to shed light on co-creative approaches for place innovation in an Arctic town, based on the relocation of Kiruna’s city center in northern…

Abstract

Purpose

The purpose of this paper is to shed light on co-creative approaches for place innovation in an Arctic town, based on the relocation of Kiruna’s city center in northern Sweden. Three cases of co-creative innovation processes in Kiruna are investigated and compared: an R&D project about local perceptions and visions of attractive urban environments; an R&D project about norm-creative design principles for inclusive and attractive urban design; and an R&D project about cross-industrial synergies for city center attractiveness.

Design/methodology/approach

The study’s research design encompasses a comparative and participatory approach. The comparative approach implies investigation and comparison of three cases of co-creative innovation processes in Kiruna. The participatory approach implies joint development of new knowledge by researchers and local actors. The data consists of participatory observations of workshops and qualitative interviews with local actors.

Findings

The study reveals that the studied processes have harnessed the city center relocation as an opportunity to make Kiruna more attractive to residents and visitors, by using the co-creative approaches of Living Lab, Now-Wow-How and Norm-creative design. These approaches have enabled experts and local actors to jointly identify excluding patterns and norms in the relocation process and to envision inclusive and attractive (re-)configurations and (re-)conceptualizations of the future Kiruna.

Research limitations/implications

The results add to the academic strand of inclusive urban transformation, by providing insights into co-creative approaches for re-imagining an Arctic town in times of industrial and social change. New insights are provided regarding how the geographical, industrial and cultural identity of an Arctic town can be harnessed to envision new configuration, content and communication that is attractive and accessible for a diversity of residents and visitors.

Practical implications

The results highlight the potential to harness Arctic and rural characteristics in the promotion of urban attractiveness and public well-being, especially when combined with co-creative identification and transformation of excluding norms and patterns.

Originality/value

The results provide new insights into how co-creative approaches may facilitate innovative and inclusive renewal of towns and cities in the Arctic and beyond.

Details

Journal of Place Management and Development, vol. 13 no. 4
Type: Research Article
ISSN: 1753-8335

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Article
Publication date: 5 February 2018

Bijoylaxmi Sarmah and Zillur Rahman

With increased competition in service sector due to dynamic nature of customers’ taste and preferences, service providers have realized the importance of co-creating with…

Abstract

Purpose

With increased competition in service sector due to dynamic nature of customers’ taste and preferences, service providers have realized the importance of co-creating with customers across various stages of new service development. Co-creating with customers require a focused attention on the psychological variables that influence customers to participate in developing a new service. However, availability of scant literature creates difficulty in comprehending co-creative hotel service innovation practices, especially in developing country like India. The purpose of this paper is to explore the inter-relationships among the customer participation in hotel service innovation variables with the help of interpretive structural modeling (ISM) approach.

Design/methodology/approach

ISM approach is used to determine the direction of customer participation and categorization of psychological variables with their driving and dependence power. Identification of related variables was done through a review of literature initially and arrived at a common consensus through brainstorming sessions with academicians and hotel industry experts.

Findings

The results indicate that a few variables possess higher driving power that include: consumer innovativeness, customer participative behavior, customer socialization, willingness to co-create, role clarity, customer ability and their interlinking. Thus, the research contributes in the development of relationship among various identified variables of customer participation in service innovation (CPSI) using ISM.

Research limitations/implications

This study suggests that hoteliers should co-create with customers to develop new services by understanding their psychological variables that play a crucial role determining their active participation in new hotel service offerings.

Practical implications

This study suggests that hoteliers should co-create with customers to develop new services by understanding the enablers of customer participation in co-creative hotel service innovation. Hoteliers can have hierarchical map of their customers for co-creating at different stages of service innovation or can segregate the variables as per their driving and dependence power for enhanced applicability of the variables. Further, the observed inter-relationships among the CPSI variables can guide the managers in planning and implementing identified relationships for successful implementation of co-creative service innovation.

Originality/value

To the best of the authors’ knowledge this study is the first to provide an integrated model using ISM and Matrix Impact Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis with a goal to identify and classify various key enablers of customer participation in co-creative hotel service innovation in India. The authors believe that this study will enhance the understanding of the psychological factors influencing customer-firm co-creative service innovation activities and help the academicians and industry practitioners to select right enablers for customer participation in co-creative hotel service innovation. Thus, this study will be the foundation for studying co-creative service innovation using the ISM and MICMAC approaches.

Details

Benchmarking: An International Journal, vol. 25 no. 1
Type: Research Article
ISSN: 1463-5771

Keywords

Content available
Article
Publication date: 7 June 2018

Hannah Zeilig, Julian West and Millie van der Byl Williams

The purpose of this paper is to explore the concept of co-creativity in relation to artistic practice with people with a dementia. The aim of the discussion is to outline…

Abstract

Purpose

The purpose of this paper is to explore the concept of co-creativity in relation to artistic practice with people with a dementia. The aim of the discussion is to outline how co-creativity offers fresh approaches for engaging artists and people with dementia, can contribute to less restrictive understandings of “creativity” and above all, expand the understanding of people with a dementia as creative, relational and agential.

Design/methodology/approach

In order to examine current conceptions of co-creativity and to inform the artistic practice, relevant literature was explored and eight expert interviews were conducted. The interviews were thematically analysed and are included here.

Findings

This paper consequently demonstrates that improvisation, structure, leadership and equality are central elements of co-creative processes and outlines how co-creativity can offer fresh insights into the way in which the arts can engage people with a dementia, the relationship between creativity and dementia and the transformative potential of the co-creative arts for those living with a dementia.

Research limitations/implications

The paper discusses some of the difficulties that are inherent a co-creative approach, including power relations and the limitations of inclusivity. Due to ethical restrictions, the paper is limited by not including the perspectives of people living with a dementia.

Practical implications

This paper paves the way for future research into co-creative processes in a variety of different contexts.

Social implications

A more nuanced understanding of co-creativity with people with dementia could challenge the dominant biomedical and social paradigms that associate “dementia” with irretrievable loss and decline by creating opportunities for creative agency.

Originality/value

This exploration of co-creativity with people with dementia is the first of its kind and contributes to the wider understanding of co-creativity and co-creative practice.

Details

Quality in Ageing and Older Adults, vol. 19 no. 2
Type: Research Article
ISSN: 1471-7794

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Article
Publication date: 12 February 2018

Minna Törmälä and Saila Saraniemi

This study aims to examine the roles of business partners in co-creating a corporate brand image.

Abstract

Purpose

This study aims to examine the roles of business partners in co-creating a corporate brand image.

Design/methodology/approach

The study adopts different business partners’ perspectives to analyse corporate brand co-creative actions through a case study within a business-to-business company (B2B SME) context. Interviews with the case company’s manager and key business partners were used as the primary source of empirical data.

Findings

The study suggests a typology of seven roles which business partners adopt in corporate brand image co-creation: co-innovator, co-marketer, brand specialist, knowledge provider, referee, intermediary and advocate. The study also highlights the management of co-creative relationships in corporate brand image co-creation in the context of business partners.

Practical implications

This study increases the understanding of the complexities and dynamics related to corporate brand image construction and helps managers size the potential of business partner relationships in corporate branding and manage co-creative brand partner relationships.

Originality/value

The roles are examined by applying a conceptual framework built by combining branding research in a novel way with the role theory. The study also provides a multi-stakeholder perspective to brand co-creation.

Details

Journal of Product & Brand Management, vol. 27 no. 1
Type: Research Article
ISSN: 1061-0421

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Article
Publication date: 13 April 2012

Tiit Elenurm

The purpose of this paper is to explain the implications of different entrepreneurial orientations on business start‐up and development challenges.

Abstract

Purpose

The purpose of this paper is to explain the implications of different entrepreneurial orientations on business start‐up and development challenges.

Design/methodology/approach

This research reflects surveys of 1,075 experienced entrepreneurs and business and entrepreneurship students in Estonia during the years 2005‐2010. An additional method is action learning and reflections of training focused on recognising new business opportunities during the economic crises.

Findings

Combinations of co‐creative and innovative entrepreneurial orientations are more popular than the imitative entrepreneurial orientation. There is, however, an essential contradiction between stressing the principles of co‐creative orientation at the first stages of business opportunity identification and taking a more individualistic approach to innovation at later stages of the business development process and implementing the related changes. Potential entrepreneurs developing radically new innovative ideas in emerging economies should assess more realistically their existing core competences and search for opportunities to improve their competence base through cross‐border networking.

Research limitations/implications

Surveys that apply the self‐assessment tool do not comprise a representative sample of all Estonian entrepreneurs. These surveys have been conducted in training settings and support self‐development of trainees. Research results can be used for differentiating entrepreneurship training and education. An important opportunity for entrepreneurship education in the context of organisational change is to support the cross‐border exchange of entrepreneurial ideas between “blue ocean dreamers”, who sometimes lack entrepreneurship experience, and more experienced entrepreneurs, who may be trapped in some regionally‐limited business in a highly competitive domestic market.

Originality/value

The results of the research explain why entrepreneurship training has to take into consideration differences between imitative, individually innovative and co‐creative entrepreneurs.

Details

Baltic Journal of Management, vol. 7 no. 2
Type: Research Article
ISSN: 1746-5265

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Article
Publication date: 8 February 2016

Prakash K. Chathoth, Gerardo R. Ungson, Robert J. Harrington and Eric S.W. Chan

This paper aims to present a review of the literature associated with co-creation and higher-order customer engagement concepts and poses critical questions related to the…

Abstract

Purpose

This paper aims to present a review of the literature associated with co-creation and higher-order customer engagement concepts and poses critical questions related to the current state of research. Additionally, the paper presents a framework for customer engagement and co-creation with relevance to hospitality transactions.

Design/methodology/approach

Earlier research on co-production, co-creation, consumer engagement and service-dominant logic are discussed and synthesized. Based on this synthesis, links and contrasts of these varying research streams are presented providing an articulation of key characteristics of each and how these might be applied within a hospitality context.

Findings

Modalities in service transactions vary among traditional production, co-production and co-creation based on changes in attitudes, enabling technologies and the logic or ideology supporting the change. Transaction characteristics vary among manufacturing, quasi-manufacturing and services based on several key categories including differences in boundary conditions, enablers, success requirements, sustainability requirements, the dominant logic used and key barriers/vulnerabilities. When creating experiential value for consumers, firms should consider several aspects ex-ante, in-situ and ex-post of the change and during the change process.

Research limitations/implications

Firms need to move toward higher-order customer engagement using co-creative modalities to enhance value creation. Current practices in the hotel industry may not in their entirety support this notion. Ex-ante, in-situ and ex-post considerations for creating experiential value need to be used as part of a checklist of questions for firms to pose in order to move toward managing customer experiences using the service-dominant logic as part of the firm’s orientation toward its market. This would give it the required thrust to create superior engagement platforms that use co-creative modalities while addressing the barriers to higher-order customer engagement as identified in the literature.

Originality/value

The hospitality and tourism literature on co-creation and higher-order customer engagement is still in its infancy. A synthesis of these early studies provides support for the need for future research on co-creation that more clearly articulates the modality firms could use to move toward co-creation. This paper develops a dynamic framework using characteristics of co-creation that integrate the various stages of value creation (i.e. input, throughput and output).

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 2
Type: Research Article
ISSN: 0959-6119

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Article
Publication date: 9 March 2010

Venkat Ramaswamy

This paper aims to discuss how two innovative firms – the French telecommunications firm Orange and the California‐based global networking firm Cisco – have gained

Abstract

Purpose

This paper aims to discuss how two innovative firms – the French telecommunications firm Orange and the California‐based global networking firm Cisco – have gained competitive advantage from using the co‐creative enterprise business concept to generate sustainable growth.

Design/methodology/approach

The paper describes in detail the approach at Orange, which is on co‐creating experience environments with customers and industry mavens, and at Cisco, where the focus is on co‐creating the management of risk and reward.

Findings

Companies that have learned how to manage the process of creating unique value with customers and other stakeholders have developed engagement programs and processes that enable interactions among all stakeholders everywhere in the system, with the goal of creating greater value by fostering more rewarding or more valuable experiences.

Research limitations/implications

Two case examples of innovative practices are presented.

Practical implications

Orange's R&D and marketing processes have attracted lead‐users and early adopters, who are extremely valuable since they are more likely to be content co‐creators and the core adopters of their services. Cisco is attempting to extend its co‐creative governance frameworks through collaborative interactions with its customers and partners.

Originality/value

The paper alerts leaders that business and society are moving towards an individual‐ and experience‐based view of co‐creative engagement among individuals and institutions – outside and inside enterprises.

Details

Strategy & Leadership, vol. 38 no. 2
Type: Research Article
ISSN: 1087-8572

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Article
Publication date: 1 February 2003

Monica Law, Theresa Lau and Y.H. Wong

Analyzing three perspectives on customer relationship management (CRM) developed by academics, numerous paradoxes are illustrated, as it can be an integrated corporate…

Abstract

Analyzing three perspectives on customer relationship management (CRM) developed by academics, numerous paradoxes are illustrated, as it can be an integrated corporate approach, a specific strategy to customer behavioral modification or differential customer treatment. The paper highlights that an evolutionary change in the concept of CRM is required. Three key findings have been made. First, customers should be the major focus, and companies are actually dealing with customer‐managed relationships (CMR). Second, it is not just a one‐to‐one relationship pattern. The linkages with other parties are the cores of the relationships between customers and companies. It should therefore be a one‐network‐one relationship. Third, a co‐creative approach should be used in order to integrate the CRM and CMR concepts to enable customers to participate in corporate strategy formulation and to encourage companies to cooperate with third parties in serving customers. The financial service sector is taken as a major example to illustrate the full concept of CRM and CMR. Managerial implications arising from the implementation of the co‐creative approach are explored, which include market share and mind share.

Details

Marketing Intelligence & Planning, vol. 21 no. 1
Type: Research Article
ISSN: 0263-4503

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Article
Publication date: 18 September 2017

Kristen Snyder, Christer Hedlund, Pernilla Ingelsson and Ingela Bäckström

The purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process.

Abstract

Purpose

The purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process.

Design/methodology/approach

A multi-site case study was conducted in which storytelling was used as a data collection tool and co-creative process to explore dimensions in the company’s cultures that could provide a deeper understanding about the constraints and possibilities that exist for developing value-based leadership in manufacturing.

Findings

Storytelling has a positive impact on leadership and communication highlighting important aspects of the organizational culture to support sustainable development and innovation.

Originality/value

This study demonstrates how storytelling can be used by leaders in manufacturing to build cultures of innovation and sustainability. And identifies constrains and possibilities for developing value-based leadership.

Details

International Journal of Quality and Service Sciences, vol. 9 no. 3/4
Type: Research Article
ISSN: 1756-669X

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Article
Publication date: 11 August 2021

Amjad Shamim, Junaid Siddique, Uzma Noor and Rohail Hassan

This study aims to explore the customers’ behaviour towards online shopping during COVID-19 in a Muslim country and proposes a co-creative service design for online…

Abstract

Purpose

This study aims to explore the customers’ behaviour towards online shopping during COVID-19 in a Muslim country and proposes a co-creative service design for online businesses (webstore) in the post-COVID-19 era.

Design/methodology/approach

The study used a qualitative design for collecting the data where in-depth interviews from 18 customers were conducted following the qualitative design protocol. Due to the limitation of physical distancing, the interviews were conducted online using Microsoft teams.

Findings

Based on the findings, new potential services are proposed for webstores for customer engagement, the need for expansion of product lines and safety measures for customers and staff during and post-COVID-19 era. Following the findings, a co-creative service design is proposed for webstores to revamp the business during and post-COVID-19.

Originality/value

The study is unique because it has developed various unique strategic factors essential for revamping online businesses for better growth in post-COVID-19. The proposed new co-creative service design model for an online service provider is expected to create customers engagement and loyalty during and in post-COVID-19.

Details

Journal of Islamic Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1759-0833

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