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The purpose of this paper is to discuss emerging practices in open evaluation, namely, the concept of co-evaluation and how research on evaluation developed within information science can contribute to enhance stakeholders and citizens’ involvement in open science.

A meta-evaluative and transdisciplinary approach – directed toward the intersection between information science, evaluation, competences management, sustainability transitions management and participatory methodologies – provided the basis for the identification and subsequent reflection on the levels of stakeholder participation embedded into ISO 16439’s (2014) methods for assessing the impact of libraries and on the domains and competences to be mobilized for (co)evaluation. The contributions of Engaged 2020 Action Catalogue, as well as several taxonomies of evaluator competences and the Council of Europe’s (2016) conceptual model of competences for a democratic culture were particularly relevant for this (re)construction process.

Two results of the line of research carried out since 2012 at the Faculty of Social Sciences and Humanities of the Universidade NOVA de Lisboa (Portugal) can significantly contribute to improve stakeholders’ participation in Open Science: ISO 16439’s systematization of methods and procedures for assessing the impact of libraries and the (co-)evaluation competency framework.

This paper presents the transdisciplinary concept of co-evaluation and examines the current epistemological challenges to science by analyzing the general tendency to openness through the lens of research on evaluation and participatory methods developed within information science.

This paper studies, based on the theory of service-dominant logic, the effect of value co-creation practices (linking and materializing) on engagement dimensions (popularity, commitment and virality). The main objective is to analyze the influence of value co-creation practices on engagement at international trade shows organizer association on Twitter.

This paper studies the usage of Twitter by the Specialty Food Association, which organizes one of the top five foods and beverage international trade show in the United States. To achieve the research objective, the authors have analyzed 1,608 posts on Twitter from the Twitter account @Specialty_Food. A content analysis was performed using Krippendorff's (2004) recommendations, and the data were analyzed using regression analysis with optimal scaling and Kruskal–Wallis Test.

According to the results, some materializing practices influence popularity, commitment, virality and global engagement on Twitter. While the usage of some linking practices influences respectively commitment and popularity.

These results provide valuable information for business-to-business (B2B) contexts and answer a research gap reported in previous literature, which affirms that more research is needed about the relationship between service systems and engagement. From a general view, to generate more engagement on social media in B2B contexts, it is recommended to prioritize posts that incorporate live and online events based on collaborative and dynamic human interactions, following by business ideas and business cases.

Many changes that call for concerted social action were observed in society and business performance during the coronavirus 2019 (COVID-19) outbreak. The impact of digitization and customer participation was evident in providing medical guidelines, updates on government initiatives, education or the supply of essential services during lockdown in many countries. However, there were aberrations. The purpose of this study is to explore some consumers and firms' being better equipped for service co-creation than others, specifically during a pandemic; the different degrees of service co-creation and the possible outcomes of customer participation in the service context.

Qualitative study with 35 in-depth interviews of supply- and demand-side actors, with coding and analysis of interview transcripts was conducted.

The authors identify two levels of service co-creation: (1) service co-development and (2) service co-evaluation that are affected by customer capabilities and firm/institutional barriers. The outcome of service co-creation lies in the social, economic and experiential values thus created. A pandemic strengthens the effect of antecedents (customer capabilities and firm capabilities) on the co-creation process.

Managers can refer to the findings to manage customer engagements and co-creations effectively, especially during a pandemic.

The impact of the pandemic on the service co-creation process in an emerging market, and the antecedents (firm- and customer-side) and consequences (mutual value outcomes) of service co-creation and actor participation are explored.

This paper aims to propose and evaluate an innovative approach to education for sustainable consumption (ESC) which empowers teenagers and young adults to improve sustainable consumption competences. This approach combines pedagogical learning approaches such as real-world learning (e.g. experiential learning and research-based learning) with transformative and transdisciplinary research approaches (i.e. real-world laboratory research).

Through a transdisciplinary research design, the authors explore if real-world experiments (RWEs) offer a suitable approach for sustainable consumption education at schools. RWEs are a research approach for knowledge production, aiming to go beyond temporary interventions, to establish semi-permanent spaces for sustainability transformation and reflexive learning. To evaluate this proposal, the authors study already existing active teaching and learning approaches developed within and for ESC and put these in perspective, to define and understand the RWEs.

Insights from a transdisciplinary research project which applied RWEs as a teaching and learning approach in German schools complement conceptual considerations. As a result, advantages, such as the development of core competencies among learners, but also challenges experienced, are illustrated. Though, the challenges found are not unique to the RWE, rather they point out important potentials for ESC through suggesting systematic changes in educational institutions and teaching approaches.

This paper explores RWEs as an active and participatory teaching and learning approach for sustainable consumption education at schools and delivers practical insights and a definition of RWEs as an innovative teaching and learning approach.

Recent technological advances have enabled consumers and citizens to contribute to organizational processes through co-production and co-creation in ways that challenge traditional co-production. However, the practices and capabilities for value co-creation are less understood, particularly in an increasingly networked social government ecosystem. The purpose of this research is to examine the enablement of new digital co-production practices in social media platforms (SMPs) and theorize SMP-enabled digital co-production vis-à-vis traditional co-production for public sector.

Primarily using principles of interpretivist approaches, a qualitative content analysis of communication practices (i.e. genres) observed within Australian government Facebook pages was carried out to examine the salient digital forms of co-production practices.

SMPs enable new practices in digital co-production for public sector (information dissemination, Q&A, feedback and co-creation), ranging from lower to higher intensity in terms of resource integration, scale of contributions, engagement and extent of relationship vis-à-vis traditional co-production.

This research is bounded by its geographical emphasis on Australian Federal government. Hence, the results may not be readily transferable to other contexts.

Our framework offers an array of choices for digital co-production strategies to suit agency's focus and goals for engagement in the Facebook Pages. As agencies progress to reach higher intensity co-production, public engagement and impact increases.

The paper contributes to co-production in social government ecosystem by increasing the theoretical and practical understanding of new form of SMP-enabled digital co-production defined as “small-scale, repetitive, user-driven co-production that is flexible, durable, ad-hoc, and sporadic, where many hands make light work”. The proposed “co-production to co-creation” framework provides valuable guideline for enhancing public service provision via SMPs.

This study aims to demonstrate how service providers, service users and their families should be able to share the co-leadership, co-auspicing, co-ownership, and co-governance, of a the mental health-care ecosystem, at every level, as it develops upwards and wider, in a process of inclusivity, conviviality and polyphonic discourse, via the overlapping phases of co-creativity, codesign, co-production, co-delivery, co-evaluation, co-research and co-replication, to achieve outcomes of co-communal or organisational well-being.

“Co-design” is shorthand code for encouraging multiple pathways and trajectories toward forming and sustaining a sparkling web or vibrant network of inclusive opportunities for stakeholder participation and a collaborative partnership in organizational development, in these circumstances, for more effective mental health services (MHSs).

In a co-design framework, all partners should be entitled to expect and “to have and to hold” an ongoing equal stake, voice and power in the discourse from start to finish, in a bottom-up process which is fostered by an interdisciplinary leadership group, providing the strong foundation or nutrient-rich and well-watered soil and support from which a shared endeavor can grow, blossom and generate the desired fruit in ample quality and quantity.

The authors should be working toward co-design and co-production of contemporary MHSs in a mental health-care ecosystem.

Describes the framework of a methodology (BASE) for systematically planning substantial (revolutionary) business improvement and coherently managing incremental (evolutionary) progress towards that goal. Particularly, the paper emphasises that an improvement plan should integrate business changes with the development of computing facilities to ensure that they are adequately aligned. The methodology addresses changes in two dimensions: (1) the incremental steps in the co‐evaluation of the business process and its computing support; and (2) the maintenance of alignment between business activities and computing support when either is modified. The paper concentrates on the building and maintenance of the central evolutionary change plan.

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

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.

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.

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).

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.

The purpose of this paper is to explain how value is co-created in a many-to-many (MTM) context. The authors use a case study of a non-governmental service delivery consortium engaging multiple actors to examine how value is co-created beyond the buyer-supplier dyad.

An explanatory case study of a consortium of seven UK non-governmental organisations (NGOs) delivering public service contracts is presented. Multiple data collection methods are combined; semi-structured interviews (n=30) and focus groups with internal stakeholders (n=5), participant observations (n=4) and document analysis.

The authors use three illustrative empirical examples to show how different sources, types, enablers and mechanisms of VCC are evident during service provision activities. The findings show how different service provision activities utilise different dimensions, leading the authors to suggest that dimensions of VCC may be context dependent.

As consortia differ in their context and function, the findings may not be generalisable. Nevertheless, they provide specific examples of sources, types, enablers and mechanisms of value co-creation (VCC) that may be applicable to private, public and NGOs.

Understanding how value is co-created with multiple stakeholders can offer competitive advantages likely to lead to improved sustainability, impact and performance.

The empirical study offers a reconceptualisation of VCC in a MTM context. The paper combines disparate perspectives of VCC to offer a more holistic perspective.

Three main challenges for public management are identified in this chapter: achieving higher efficiency in the internal operations; building and managing public networks for improving the effectiveness of policy making and service delivery; engaging mini-publics to co-create public outcomes and public values. The chapter highlights that these challenges happen in different domains: within the public organization; across public networks at the inter-organizational level; within open governance arenas, platforms and ecosystems in the civic/community domain. For each domain some key actors with whom engage in processes of public value co-creation are illustrated. The result is a conceptual map for public managers to better understand the nature of modern public management and to design processes of public value co-creation.