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Purpose – The purpose of this chapter is to explore the orientations of consumer and company participants who participate in online crowd-sourced communities.

Methodology/Approach – Using a netnographic approach, we analysed the Nokia Design by Community (NDbC) crowd-sourced information contest, which was organised by Nokia in order to co-create a vision of the community's ‘dream’ Nokia device.

Findings – The findings reveal that community members' social orientations were dramatically different from the host organisation's narrow commercial focus, which led to unresolved tensions and as we posit, the ultimate failure of the initiative.

Research implications – The contemporary discourse on collaborative value co-creation potentially overemphasises the commercial objectives of organisations by failing to acknowledge the need for organisations to address the complex communal objectives and motivations of members of crowd-sourced communities.

Practical implications – Organisations need to acknowledge and address the complex and dynamic communal and commercial tensions that inherently emerge in online crowd-sourced communities. They need to adopt a tribal marketing approach and respectfully engage with community members if the diverse objectives of community members and the host organisations are to be satisfactorily met.

Originality/Value – Organisations and researchers need to recognise and acknowledge that crowdsourcing both begets communal conflict and fosters collaborative behaviour due to contested commercial and social orientations. While mindful of their commercial objectives, organisations will succeed in implementing online crowd-sourcing initiatives if they make a sincere effort to understand and respect the diversity, culture and social norms of the particular crowd-sourced online community concerned.

The purpose of this paper is to make a contribution to co‐creation theory by integrating conceptual insights from the management and marketing literatures that are both concerned with co‐creation phenomena. It aims to develop a reference model for comparing how different organizations organize and manage their co‐creation ventures. It also aims to apply the authors' framework to four distinct cases that illustrate the differences in co‐creation practice within different co‐creation environments.

The authors compare four different companies based on case profiles. Each company is employing its own distinct approach to co‐creating. The authors employ a method mix including literature analysis, structured interviews, document and web site analysis, as well as participation.

The reference model offers a set of useful dimensions for case‐based inquiry. The case comparisons show how firms may decide to systematise and manage a mix of co‐creation activities within B2B versus B2C contexts, utilising either crowd‐sourced or non‐crowd‐sourced approaches. Further, the case comparisons suggest that there are less differences in B2B versus B2C co‐creation as compared with crowd‐sourced versus non‐crowd‐sourced approaches. Ultimately, implementation decisions in one dimension of co‐creation design (e.g. whom to involve in co‐creation) will affect other dimensions of implementation and governance (e.g. how much intimacy) and thus how co‐creation needs to be managed.

The paper presents case comparisons utilising B2B versus B2C, as well as crowd versus non‐crowd‐sourcing examples of co‐creation and an original decision support framework for assessing and comparing co‐creation choices.

Detecting and tracking the position of a mobile user has become one of the important subjects in many mobile applications. Such applications use location based services (LBS) for learning and training user movements in different places (cities, markets, airports, stations) along different modes of transport (bus, car, cycle, walk). To date, GPS is the key solution to all LBS but repeated GPS querying is not economical in terms of the battery life of the mobile phone. The purpose of this paper is to study how cheap and energy‐efficient air pressure sensors measuring the altitude could be used, as a complement to the dominant GPS system. The location detection and route tracking task is then accomplished by matching the collected altitude traces with the altitude curves of stored data to find the best matching routes.

The cornerstone of the authors' approach is that a huge amount of route data, collected with GPS devices, is available in various cloud services. In order to evaluate the mechanism of matching routes with altitude data, the authors build a prototype system of crowd‐sourced database containing only altitude data of different routes along different modes of transport. How accurately this stored altitude data could be matched with the collected altitude traces is the key question of this study.

Results show that, within a certain level of accuracy, older repeated routes can be detected from newly tracked altitude traces. Further, the level of accuracy varies depending on the length of path traversed, route curvature, speed of travel and sensor used for tracking.

The new contribution in this paper is to propose an alternative route detection mechanism which minimizes the use of GPS query. This concept will help in retrieving the GPS coordinates of already traversed routes stored in a large database by matching them with currently tracked altitude curves.

The purpose of this paper is to describe a large-scale algorithm for generating a catalogue of scientific publication records (citations) from a crowd-sourced data, demonstrate how to learn an optimal combination of distance metrics for duplicate detection and introduce a parallel duplicate clustering algorithm.

The authors developed the algorithm and compared it with state-of-the art systems tackling the same problem. The authors used benchmark data sets (3k data points) to test the effectiveness of our algorithm and a real-life data ( > 90 million) to test the efficiency and scalability of our algorithm.

The authors show that duplicate detection can be improved by an additional step we call duplicate clustering. The authors also show how to improve the efficiency of map/reduce similarity calculation algorithm by introducing a sampling step. Finally, the authors find that the system is comparable to the state-of-the art systems for duplicate detection, and that it can scale to deal with hundreds of million data points.

Academic researchers can use this paper to understand some of the issues of transitivity in duplicate detection, and its effects on digital catalogue generations.

Industry practitioners can use this paper as a use case study for generating a large-scale real-life catalogue generation system that deals with millions of records in a scalable and efficient way.

In contrast to other similarity calculation algorithms developed for m/r frameworks the authors present a specific variant of similarity calculation that is optimized for duplicate detection of bibliographic records by extending previously proposed e-algorithm based on inverted index creation. In addition, the authors are concerned with more than duplicate detection, and investigate how to group detected duplicates. The authors develop distinct algorithms for duplicate detection and duplicate clustering and use the canopy clustering idea for multi-pass clustering. The work extends the current state-of-the-art by including the duplicate clustering step and demonstrate new strategies for speeding up m/r similarity calculations.

After leading more than thirty co-creation projects, and observing more than 200 others, the author can offer a view on why co-creation with stakeholders is becoming a cornerstone of the creative economy and suggest how the most popular approaches contribute to helping firms gain a competitive advantage through connections that enable continuous innovation.

To tackle large, complex problems, co-creation, in its most generic form, requires adopting five processes that each represent a potential source of competitive advantage; an approach can utilize each process from very little to a lot. A co-creation strategy will be most powerful when all five processes are used in combination.

Leading theorists are predicting that in the foreseeable future the co-creation model will become a primary source of the firm's competitive advantage.

Opening up the traditional value chain to stakeholders could precipitate a race to co-creation, as every firm tries to connect each function and process to the relevant ecosystem and attract the best external players as partners.

Leading theorists anticipate that in the foreseeable future the co-creation model will become a primary source of the firm's competitive advantage. The article lays out five approaches.

Since the emergence of e-commerce uprooted traditional brick-and-mortar retail in the early 2000s, many retailers have reacted by first independently servicing both the online and in-store channels (multichannel retailing) and subsequently integrating both channels to provide a seamless front-end customer interface (omnichannel retailing). Accordingly, firms had to adjust their logistics and supply chain management (SCM) processes from fulfilling orders for each channel separately to integrating channels on the back-end (omnichannel fulfillment). This development is mirrored by an emerging stream of academic publications. The purpose of this paper is to provide a snapshot of the current state of omnichannel fulfillment research via a systematic literature review (SLR) in order to identify omnichannel fulfillment strategies and to establish an agenda for future inquiry.

This SLR is based on 104 papers published in peer-reviewed journals through December 2018. It employs a six-step process, from research question to the presentation of the insights.

All selected manuscripts are categorized based on demographics such as publication date, outlet, methodology, etc. Analysis of the manuscripts suggests that the integration of fulfillment channel inventory and resources is becoming an important objective of fulfillment management. Appropriate omnichannel strategies based on retailer attributes are not well understood. Industry specific research has been conducted necessitating generalized extension for retailers. These findings provide a clear opportunity for the academic community to take more of the lead in terms of knowledge creation by proposing paths for industry pursuit of channel integration to successfully implement omnichannel fulfillment. Opportunities for future inquiry are highlighted.

This manuscript proposes a definition of omnichannel fulfillment strategies and identifies fulfillment links that are used interchangeably across channels as the key delimiter between omnichannel fulfillment strategies and related concepts. Six omnichannel fulfillment strategies from the extant literature are identified and conceptualized. Future research opportunities around omnichannel fulfillment, potential interdependencies between the established strategies and their impact on related SCM issues such as distribution and reverse logistics are detailed.