Search results
1 – 10 of 569Elif Ozturk, Hande Bahar Turker and V. Aslihan Nasir
Collaborating with consumers during new product development can provide companies with significant benefits and competitive advantages. Although several studies have been…
Abstract
Purpose
Collaborating with consumers during new product development can provide companies with significant benefits and competitive advantages. Although several studies have been conducted on the design of co-innovation platforms, there is still a need for a more comprehensive understanding of the co-innovation phenomenon. To address this gap, this research aims to identify the critical success factors of co-innovation platforms and provide an extensive analysis of the variables that determine their effectiveness.
Design/methodology/approach
This study presents a systematic literature review of co-innovation platforms based on an analysis of 89 articles published in 50 scholarly journals in the disciplines of information systems, marketing and business, covering the years from 2006 to 2022.
Findings
The review synthesizes the current state of scientific knowledge and groups prior studies thematically as critical success factors of co-innovation platforms. As a result, eight success factors have been identified in terms of quantity and quality of contributions. These factors include product involvement, perceived fairness, sense of community, interactive environment, employee involvement, participant diversity, assessment structure and task design.
Originality/value
The study consolidates existing research about the critical success of co-innovation platforms. It also provides a research framework that incorporates a diverse set of variables that can be used to assess co-innovation performance in future studies.
Details
Keywords
Shumaila Naz, Syed Arslan Haider, Shabnam Khan, Qasim Ali Nisar and Shehnaz Tehseen
At the forefront of current research is the investigation of how big data analytics capability (BDAC) and artificial intelligence capability (AIC) can enhance performance in…
Abstract
Purpose
At the forefront of current research is the investigation of how big data analytics capability (BDAC) and artificial intelligence capability (AIC) can enhance performance in concert. Therefore, current study intended to conduct more deep research into emerging phenomena and attempts to cover the gap by exploring how entrepreneurial orientations (EO) emphasize the use of two emerging capabilities under the moderating role of environmental dynamism which in turn augment co-innovation and hotel performance.
Design/methodology/approach
Data were collected from four-star and five-star hotels located in Kula Lumpur and Langkawi in Malaysia. A total of 260 responses were obtained from IT staff and senior managers with the assistance of a Manpower agency for data analysis. The hypotheses were examined by analyzing the data using PLS-SEM technique through Smart PLS 3 software.
Findings
The result revealed that EO has a positive and significant effect on co-innovation (CIN). Additionally, the BDAC and AIC have been tested and proven to be potential mediators between EO and CIN. Also, environmental dynamism as moderator has positive and significant effect on BDAC and co-innovation performance, however, not significant impact on AIC and co-innovation performance. Lastly, findings displayed positive and significant moderated mediation impact of environmental dynamics on BDAC and CIN with hotel performance, but not significant influence on AIC and co-innovation with hotel performance. For theoretical corroboration of the research findings, the current study integrated EO, resource-based view theory and contingent dynamic capabilities (CDC), because neither single stance can explicate an extant research framework.
Practical implications
This study anticipated the several implications for the entrepreneurs of hospitality industry. Managers are recommended to invest in the entrepreneurial traits of the employees/organizations and make strategic readjustment of their capabilities for sustained business performance.
Originality/value
The study goes beyond the normal inquiry by investigating moderated mediation impact of environmental dynamism between two emerging capabilities, co-innovation and hotel performance relationships. Another novelty of this study is to culminate the exploitation and adoption of emerging IT-based capabilities in cross domains of management, entrepreneurship, information systems management within the hotel industry.
Details
Keywords
Noemi Ombrosi, Elena Casprini and Andrea Piccaluga
Knowing the factors influencing the success of collaborative innovation is particularly relevant for both academics and practitioners. Nonetheless, many studies have regarded the…
Abstract
Purpose
Knowing the factors influencing the success of collaborative innovation is particularly relevant for both academics and practitioners. Nonetheless, many studies have regarded the megatrends influencing innovation imperatives, the development of co-innovation strategies, the selection of partners and the involvement of user communities, but not so much the understanding of how the co-innovation process is concretely designed and managed. Adding to extant research, the purpose of this paper is to explore how companies collaborate in co-innovation processes.
Design/methodology/approach
A longitudinal, single case study has been conducted on the co-innovation process between Loccioni, an Italian medium-sized, high tech family firm, and Pfizer, one of the largest companies operating in the pharmaceutical sector.
Findings
From the case study analysis, three main results have emerged. First, the role of medium-sized companies in leading the co-innovation process as both the initiator and orchestrator. Second, the interplay between the local and the global dimension of co-innovation and the importance of (un)formal roles in innovation. Third, the “double funnel” of co-innovation, linking both the technological and the relational dimensions. Specifically, the case highlights the relevance of the relational – beyond the technological – aspects of co-innovation, providing a relational model that links the geographical dimensions (local/distant) and the role of specific individuals.
Originality/value
The paper presents an example of how a medium-sized firm has implemented its co-innovation process, shedding new light on possible barriers and success factors that other smaller or similar companies may follow when dealing with large multinationals.
Details
Keywords
Kaveh Abhari, Elizabeth J. Davidson and Bo Xiao
Co-innovation networks face the important challenge of cultivating collective innovation outcomes while also preserving the interests of individual contributors. Addressing this…
Abstract
Purpose
Co-innovation networks face the important challenge of cultivating collective innovation outcomes while also preserving the interests of individual contributors. Addressing this challenge requires first understanding and then managing individuals’ perception of co-innovation risks. The purpose of this paper is to provide a meaningful approach to addressing co-innovation risks using a valid and reliable model to assess actors’ perception of risk and examine its effect on actor co-innovation behavior.
Design/methodology/approach
The construct of co-innovation risk from the actor’s perspective was conceptualized based on a case study of a co-innovation network. The measurement items underwent a pilot study and a field study to establish the necessary reliability and validity. This paper also empirically assesses a nomological network that illustrates the effect of risk on co-innovation behavior with a moderating effect of prior experience.
Findings
Co-innovation actors perceived four different individual risks: time, social, intellectual property right, and financial. The empirical results from the field study demonstrate a high degree of confidence in both translation validity and criterion-related validity. Negative effects of perceived co-innovation risk on actors’ continuous intention to ideate, collaborate, and communicate in co-innovation were evident, but prior experience moderated these relationships.
Originality/value
Drawing from co-innovation and individual risk literature, this study develops and validates a general instrument to measure co-innovation risk from the actors’ perspective. The result is a reliable and parsimonious instrument with 15 items, which contributes significantly to future empirical investigations of co-innovation behavior on virtual platforms.
Details
Keywords
Hung-Tai Tsou, Colin C.J. Cheng and Hsuan-Yu Hsu
While co-innovation with third parties (e.g. customer or supplier) has been widely documented, the literature seems to pay scant attention on co-innovation with business partners…
Abstract
Purpose
While co-innovation with third parties (e.g. customer or supplier) has been widely documented, the literature seems to pay scant attention on co-innovation with business partners. Building on the resource dependence theory (RDT) and the input-process-output model, the purpose of this paper is to examine how four criteria of business partner selection affect service delivery co-innovation, which, in turn, influences firms’ competitive advantage.
Design/methodology/approach
A mail survey was sent to 600 IT service firms in Taiwan, the target respondents being senior marketing managers in charge of collaborative new service development. A total of 120 usable questionnaires were collected, for a response rate of 20 percent.
Findings
The findings support the argument that all four criteria of business partner selection have positive relationships with service delivery co-innovation. Meanwhile, adopting these criteria, firms’ service delivery co-innovation is able to create superior competitive advantage.
Research limitations/implications
The findings enrich the existing literature by proposing and empirically confirming that the use of appropriate criteria to select business partners enhances the effectiveness of firms’ service delivery co-innovation and competitive advantage.
Practical implications
Managers must be aware of the criteria to select their business partners, in terms of developing service delivery co-innovation.
Originality/value
This study adds to the service innovation literature by providing support for the RDT that partner reliability, partner complementarity, partner expertise, and partner compatibility are important business partner selection criteria to create service delivery co-innovation and achieve firms’ competitive advantage.
Details
Keywords
Kaveh Abhari, Elizabeth J. Davidson and Bo Xiao
The importance of co-innovation platforms has been well established, but a valid and reliable instrument to measure the affordances of these platforms for co-innovation behavior…
Abstract
Purpose
The importance of co-innovation platforms has been well established, but a valid and reliable instrument to measure the affordances of these platforms for co-innovation behavior has not yet been reported in the literature. A robust, validated instrument to measure co-innovation platform affordances (PAs) will facilitate the conduct of studies across different platforms and contribute to enhanced understanding of co-innovation behaviors, outcomes, and platform design. The purpose of this paper is to conceptualize co-innovation PAs, develop a reliable measurement instrument capturing critical facets of co-innovation, namely ideation, collaboration, and communication, and validate the instrument.
Design/methodology/approach
The construct of PAs was conceptualized based on the findings from two case studies of co-innovation networks and the key characteristics of social mediating technology affordances. The measurement items newly developed via a case study underwent a two-round exploratory analysis to ensure face validity and content validity. The resulting instrument was subjected to a pilot study and a field study to establish the necessary reliability and validity.
Findings
The findings of the study reveal that co-innovation PAs have three distinctive components, namely ideation, collaboration, and communication. Furthermore, the results of the study suggest that PAs are most appropriately operationalized as a second-order construct comprising all three components. The empirical results from the field study show a high degree of confidence in both translation validity and criterion-related validity.
Originality/value
Drawing from co-innovation and affordances literature, this study develops and validates a general instrument to measure co-innovation PAs. The result is a reliable and parsimonious instrument with 12 items. The authors believe that the instrument can contribute significantly to future empirical investigations of co-innovation behavior on virtual platforms.
Details
Keywords
Building on recent advances in innovation research on developing country agriculture, this paper explores the concept of co-innovation, i.e. innovations that combine…
Abstract
Purpose
Building on recent advances in innovation research on developing country agriculture, this paper explores the concept of co-innovation, i.e. innovations that combine technological, organisational and institutional changes and that encompass different actors in and around the value chain. The purpose of this paper is to contribute to a further conceptualisation of co-innovation and show its usefulness for analysing innovation initiatives in agrifood chains.
Design/methodology/approach
The paper combines two streams of literature (innovation systems and value chains) and is based on a review of the experiences with innovation in three different value chains in three African countries: potato in Ethiopia, pineapple in Benin and citrus in South Africa.
Findings
Co-innovation is the combination of collaborative, complementary and coordinated innovation. “Collaborative” refers to the multi-actor character of the innovation process, where each actor brings in specific knowledge and resources. “Complementary” indicates the smart combination of technological, organisational and institutional innovation. “Coordinated” draws attention to the importance of chain-wide adjustments and changes to make innovation in one stage of the chain a success.
Practical implications
The identified dimensions of co-innovation (the triple “co-”) provide a practical guide for the design of effective interventions aimed at promoting innovation in African agrifood chains.
Originality/value
The paper is the first to provide a comprehensive conceptualisation of co-innovation. On the basis of both theoretical arguments and evidence from three illustrative case studies it is argued that successful innovation in agrifood chains requires the innovation process to be collaborative, coordinated and complementary.
Details
Keywords
The purpose of this paper is to investigate the relationship between “social identities” and “innovation as a collective act”, specifically how multiple social identity processes…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between “social identities” and “innovation as a collective act”, specifically how multiple social identity processes construct, reconstruct and revise organisational identity, and create positive commitment and motivation for collaborative innovation (co‐innovation).
Design/methodology/approach
The paper adopted an inductive theory building from cases (particularly, theory building from a singular case) methodology. As the purpose of the research is to develop theory and not to test it, theoretical sampling was used. The particular case was specifically chosen because the business – a successful co‐operative for over 30 years – enables the investigation of organisational identity construction and development on different levels including intra‐ and inter‐organisational interactions.
Findings
While still leaving scope for the readers to make interpretations and conclusions from the case themselves, the study suggests some general conclusions drawn from the interrelationship of key concepts in the case, and from the subsequent model of evolving multiple social identity processes for co‐innovation that emerged. These conclusions may not only broaden “the social identity approach to organisations” and “organisational innovation”, but also link their underlying theories.
Research limitations/implications
The case explains the phenomena in a particular social system, namely a co‐operative business with a common purpose. The co‐operative model can be associated with organisations with poor democratic governance and accountability. The ultimate success of the case depended on the ability of the organisation and its members to construct and maintain a common organisational identity of innovation and to innovate collectively.
Originality/value
This paper extends “the social identity approach to organisations” and “organisational innovation” by developing a model, inductively sourced from a “real‐life” case, for explaining the construction, reconstruction or revision of social identities that result from the reciprocal relationship between co‐innovating organisations. The proposed model suggests an evolutionary (rather than a revolutionary) framework for the presentation of co‐innovation as a product of social identity construction.
Details
Keywords
Sixing Chen, Jun Kang, Suchi Liu and Yifan Sun
This paper aims to build on the latest advances in cognitive computing techniques to systematically illustrate how unstructured data from users can offer significant value for…
Abstract
Purpose
This paper aims to build on the latest advances in cognitive computing techniques to systematically illustrate how unstructured data from users can offer significant value for co-innovation.
Design/methodology/approach
The paper adopts a general overview approach to understand how unstructured data from users can be analyzed with cognitive computing techniques for innovation. The paper links the computerized techniques with marketing innovation problems with an integrated framework using dynamic capabilities and complexity theory.
Findings
The paper identifies a suite of methodologies for facilitating company co-innovation via engaging with customers and external data with cognitive computing technologies. It helps to expand marketing researchers and practitioners’ understanding of using unstructured data.
Research limitations/implications
This paper provides a conceptual framework that divides co-innovation process into three stages, ideas generation, ideas integration and ideas evaluation, and maps cognitive computing methodologies and technologies to each stage. This paper makes the theoretical contributions by developing propositions from both customer and firm perspectives.
Practical implications
This paper can be used for companies to engage consumers and external data for co-innovation activities by strategically select appropriate cognitive computing techniques to analyze unstructured data for better insights.
Originality/value
Given the lack of systematic discussion regarding what is possible from using cognitive computing to analyze unstructured data for co-innovation. This paper makes first attempt to summarize how unstructured data can be analyzed with cognitive computing techniques. This paper also integrates complexity theory to the framework from a novel perspective.
Details
Keywords
Mika Westerlund and Risto Rajala
This study sets out to examine the relationship between firms' learning orientation and network collaboration. The aim is to investigate how learning orientation enhances network…
Abstract
Purpose
This study sets out to examine the relationship between firms' learning orientation and network collaboration. The aim is to investigate how learning orientation enhances network collaboration and to discuss the role of the co‐innovation focus in the learning orientation‐network collaboration relationship.
Design/methodology/approach
Based on a partial least squares (PLS) structural equation modeling analysis of 90 small and medium‐sized industrial firms (SMEs), the study tests hypotheses regarding how two diverse learning orientations – i.e. exploration and exploitation – precede firms' network collaboration.
Findings
The analysis shows that learning drives firms' co‐innovation focus in terms of product and process co‐innovation. In particular, the explorative learning orientation is found to foster firms' network collaboration through product co‐innovation. Exploitative learning orientation promotes process innovations but discourages networking.
Practical implications
A key implication for business practitioners is the understanding that SMEs' explorative learning approaches drive their network collaboration. The development of novel product innovation calls for learning with partners in inter‐organizational networks, whereas process improvements rely on the firm's intra‐organizational learning.
Originality/value
The paper provides evidence of the connection between firms' learning orientation, co‐innovation focus, and networking. Thus, it contributes to the literature on organizational learning, innovation management, and business networks by explicating how learning drives a firm's networking through its co‐innovation focus.
Details