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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.

The authors introduce readers to the eXperience-verse revolution, the next strategic frontier of cloud business innovation and value co-creation.

The eXperience-verse revolution unfolds concurrently with the evolution of the digital technologies and as enterprises learn to harness them and create greater and more unique, personalized value to all stakeholding individuals-as-experiencers.

Unlike the previous four Industrial Revolutions driven by technology, this new era requires an “experience-first” frame of reference of value creation by every enterprise.

Emerging technologies are leveraged at the moment of engagement between the enterprise and the experiencers?the goal is to engender value to the individual-as-experiencer.

As industry clouds now accelerate strategic business innovation of interactive experience ecosystems, a whole new dimension of value-innovation and value-creation is being created - the “eXperience-verse”.

The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview transformation as central to resonant co-creation and overview the theoretical and practical foundations of this approach; and to offer a model on the facilitation of resonant co-creation in organizations.

Conceptual development with case illustration.

Resonant co-creation fosters strategic innovation through coaching and facilitation techniques that cultivate awareness, empathy, and advanced communication skills. This results in a fundamental shift in the engagement and interactions of teams, creating a new space for innovation.

The framework offered herein brings conceptual clarity to specific approaches to and applications of resonant co-creation to achieve strategic innovation. By providing perspective on processes leading to innovation, it possible to be more precise about the relationships between consulting practices and stated organizational change outcomes.

The presentation and clarification of the theoretical model (the underlying grammar of facilitation) and specific techniques that can be used to drive worldview transformation can benefit coaches, facilitators, and leaders who wish to implement a co-creative organizational culture or improve outcomes of co-creative programs. By linking theory to practice, this paper can help change makers and managers better justify and implement resonant co-creation within their organizational contexts.

Resonant co-creation facilitates an expansion of awareness that can lead to more sustainable business practices and workplace well-being. This benefits society at large through fostering more socially conscious and innovative organizations.

Resonant co-creation is a needed nuance to the very generalized notion of co-creation spread throughout organizations today. Clarifying this approach is useful to both practitioners and researchers who seek to understand or facilitate innovation and organizational change. The originality of this paper lies in the combination of the idea of co-creation with the psychological concept of worldview transformation. By creating shifts in individual and collective (organizational) worldview, resonant co-creation transforms the way people interact and ideate. This paper introduces a grammar of facilitation and specific techniques that shift worldview and create a space for strategic innovation.

The purpose of this study is to organize and analyze the existing literature on co-creation in tourism to identify the state-of-the-art studies and the research gap in this field.

As the research questions seek to provide an overview of the studies in the available literature, the systematic mapping study (SMS) has been selected as the research method. A suitable mapping study method for analyzing and structuring a broad research field concerning methods, designs and research focuses on the existing publications. In total, 137 articles published during 2006–2019 in reliable academic databases such as Science Direct, Emerald, Scopus, Wiley, ProQuest, Sage, Web of Science and Taylor and Francis were selected and analyzed.

The results show a rising trend of published articles in tourism, with the maximum number published in 2019 and the minimum number in 2006. Also, analysis of input articles revealed that most of the studies focused on the antecedents and prerequisites for co-creation and paid less attention to the co-creation context. Other findings show that in the field of tourism, the hospitality sector, especially hotels have paid special attention to co-creation. The majority of papers were the empirical type with quantitative design. Furthermore, most studies used the survey method, while the case study and other methods were the next choices.

This study addresses a major research gap by summarizing the literature related to value co-creation with a specific focus on tourism using the SMS method that provides an overview of the studies in this field. Categorizing papers through SMS helps researchers to review the status of studies in a visual summary to identify gaps and directions for future research.

这项制图研究的目的是组织和分析有关旅游业共同创造的现有文献, 以识别最新研究和该领域的研究差距

由于研究问题旨在提供现有文献中的研究概述, 因此已选择系统制图研究（SMS）作为研究方法。用于分析和构建涉及方法, 设计和研究的广泛研究领域的合适的映射研究方法着眼于现有出版物。选择并分析了2006-2019年在可靠的学术数据库中发表的137篇文章, 这些数据库包括Science Direct, Emerald, Scopus, Wiley, ProQuest, Sage, Web of Science和Taylor&Francis

结果显示旅游业发表的文章呈上升趋势, 2019年发表的文章最多, 而2006年发表的最少。对投入文章的分析显示, 大多数研究集中于共同创造和付费的先决条件和先决条件较少关注共创环境。其他发现表明, 在旅游领域, 酒店业尤其是酒店业特别重视共同创造。大多数论文是经验性的, 带有定量设计。此外, 大多数研究使用调查方法, 而案例研究和其他方法是下一个选择。 原创性/价值–本研究通过总结与价值共创相关的文献来解决一个主要的研究空白, 其中特别关注旅游业, 使用SMS方法对该领域的研究进行了概述。通过SMS对论文进行分类有助于研究人员以直观的摘要查看研究状态, 从而找出差距和未来研究的方向。 

El propósito de este estudio de cartográfico es organizar y analizar los artículos existentes sobre la co-creación en la industria del turismo a fin de identificar los últimos estudios y la brecha de investigación en este campo.

El método de Estudio de Mapeo Sistemático (SMS) ha sido seleccionado como método de investigación debido a que el objeto de los temas cuestionados en este estudio es proporcionar una visión general en cuanto a las investigaciones hechas hasta hoy. El método de estudio de mapeo, centrándose en las publicaciones existentes, es un método adecuado para analizar y estructurar un amplio campo de investigación sobre maneras, diseños e investigaciones. Se seleccionaron y analizaron 137 artículos publicados durante los años 2006–2019 en bases de datos académicas confiables como Science Direct, Emerald, Scopus, Wiley, ProQuest, Sage, Web of Science y Taylor & Francis.

Los resultados muestran una tendencia al alza de los artículos publicados sobre el turismo, con el número máximo publicado en el año 2019 y el número mínimo en 2006. Además, el análisis de los artículos existentes en las bases, reveló que la mayoría de los estudios se han centrado en los antecedentes y requisitos previos para la co-creación y se ha enfocado menos en el concepto de co-creación. Otros hallazgos muestran que en el campo del turismo y la hostelería, se ha prestado especial atención a la co-creación. La mayoría de los trabajos eran de tipo empírico con diseño cuantitativo. Asimismo, la mayoría de los estudios han utilizado el método de encuesta, mientras que el estudio monográfico y otros métodos han sido las siguientes opciones.

Resumiendo los artículos relacionados con la creación conjunta de valores, con un enfoque específico en la industria del turismo, y utilizando el método SMS que proporciona una visión general de los estudios en este campo, este estudio aborda una brecha de investigación importante. La categorización de documentos usando el método SMS ayuda a los investigadores a revisar el estado de los estudios en un resumen visual para identificar vacíos y direcciones para futuras investigaciones.

This “Masterclass” for corporate leaders aims to explain how to integrate three revolutionary approaches to business innovation to stimulate and propel the creativity that remains latent in and around most organizations.

Veteran “Masterclass” author Brian Leavy believes that collaborative innovation is the new corporate imperative and explains how three sets of revolutionary thinking and practices – design thinking, value co‐creation and the power of “pull” – can create new opportunities for businesses.

The paper reveals three key lessons: within the world of business, the design perspective is now being applied to a much wider range of challenges beyond the traditional concerns of product aesthetics and ease‐of‐use, including the search for innovative strategies, business models and organizational structures and processes; the core principle of co‐creation is ‘engaging people to create valuable experiences together while enhancing network economics; and organizations need to learn how to “pull” together, and mobilize as needed, the resources to meet the demands of more engaged consumers, responsively and flexibly as they unfold.

Instead of thinking about “what to build,” prototyping is about “building in order to think,” and the prototyping process itself “creates the opportunity to discover new and better ideas at minimal cost.”

This “Masterclass” offers leaders a lesson on how three revolutionary ideas about business innovation complement each other.

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.

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.

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.

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.

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.

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.

In the contribution the authors show how the concept of community-powered co-innovation can successfully be implemented in order to improve the situation of small-scale farmers. The purpose of this paper is to focus on developing countries in consideration of economic, social and ecological sustainability aspects.

All findings are based on an in-depth, detailed examination of one specific case. The case study approach allows analysis of innovation and cooperation within rural societies while considering their contextual conditions.

The case study goes back to an initiative begun in 2011. Stakeholders from Nepal were connected to five Austrian distributors and nine German distributors selling their products in Austria and Germany. In total, about 600 Nepalese farmers are cultivating on average less than 1 ha of agricultural land each. A German entrepreneur founded the first Demeter farm in Nepal and founded an ethical business in Nepal to cooperate with the farmers there. The University of Natural Resources and Life Sciences Vienna (BOKU) acted as a knowledge broker. The whole initiative followed the Triple Helix concept.

The study shows qualitative results out of an individual initiative. The findings are of a qualitative nature, they are not necessarily transferable to comparable cases. The outcome has to be interpreted as hypotheses, further research activities are required for broader application.

The case study shows how the authors can sustainably improve the economic and social situation of underprivileged market participants in the least developed countries by establishing a teaching-based cooperation between a university, an ethical business and farmers.