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The purpose of this paper is to explore how small and medium-sized enterprises (SMEs) in China leverage their strengths to engage stakeholders in knowledge co-creation processes and get mutual benefit via knowledge-based view (KBV).

Based on KBV, the authors conduct a multiple-case study of five SMEs in China to embrace the knowledge co-creation practice using semi-structured interview, organizational documents and onsite observation.

This study highlights how SMEs leverage their strengths to engage stakeholder to co-create knowledge and practice for the better capturing and utilization of external and internal knowledge. The authors identify three processes of knowledge co-creation for SMEs based on knowledge sharing, knowledge integration and knowledge application in the B2B context. This study finds that SMEs engage their stakeholders in knowledge sharing by building and maintaining trust. The knowledge integration process was driven by the owner’s openness. Mutual learning facilitates the knowledge application process of SMEs.

This study relies on a limited number of case studies and considers only firms’ perspective to analyze the SMEs co-create knowledge with their stakeholders. Further studies could examine the challenge of knowledge co-creation in multiple stakeholders’ relationships in B2B contexts, i.e. in relation to product and service innovation with complexity and uncertainly.

Managers need to make choices when designing knowledge co-creation process in collaborative product development activities. The use of online and offline approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge co-creation and effective of knowledge leakage.

The conceptualization of knowledge co-creation as knowledge sharing and knowledge integration and knowledge application extends existing perspective on knowledge co-creation as either a transfer of knowledge or as revealing the novel situation of pertinent knowledge with entirely assimilate it. The findings point to the complexity of knowledge co-creation as a process influenced by stakeholder engagement, perspectives on knowledge, trust of multiple stakeholders, openness of firm boundaries and mutual learning of SMEs with their stakeholders.

This paper aims to present a conceptual framework of four knowledge co-creation processes in enterprise social media (ESM). From an interactionist perspective, the paper proposes a model on the role of ESM and enterprise social networks (ESNs) in facilitating knowledge co-creation processes.

This conceptual paper revisits existing literature on ESM, ESNs and social knowledge management to propose, hypothetically, the relationship between ESM, ESN and knowledge co-creation processes.

ESM enhances employee-to-employee interaction, which allows employees to co-create knowledge in a social context. Firstly, ESM affords employees to create ESNs for knowledge co-creation. Secondly, the structure of employee-to-employee interaction in ESNs will influence knowledge co-creation processes. Thirdly, ESNs provide the mechanism through which ESM affordances enable or constrain knowledge co-creation in the organisation.

ESM creates a social context that allows employees to share, apply and recreate or reproduce knowledge in the process of knowledge co-creation. The action possibilities of ESM perceived and actualised by employees will enable or constrain knowledge co-creation. Such influences are fuelled by the structural properties of employee relationships on ESM.

The paper elucidates the concept of knowledge co-creation based on a representation of user activities in ESM. This paper suggests that knowledge co-creation is a salient outcome of both individual-to-individual interactions on ESM and individual-to-ESM interactions enabled by ESM affordances.

Patient value co-creation represents a key research priority and an essential determinant of health care service outcomes. Yet few studies empirically examine the factors that motivate patients to participate actively in value co-creation. The purpose of this paper is to seek to identify the motivators of such activities in online health communities (OHC) and examine their specific and unique effects.

A netnographic study helps identify the motivators that drive patients’ value co-creation activities in OHCs. The combination of these results with social identity theories suggest the hypotheses; mediation analyses test the hypothesized model with data collected from eight OHCs that address both life-threatening and non-life-threatening illnesses.

The netnographic results show that social identity drives patients’ value co-creation activities. Interactions among OHC members and the cognitive resources of the OHC both contribute to the development of its social identity. Furthermore, benevolence trust, shared vision, and shared language determine how likely an OHC member is to identify with a particular OHC, which further influences his or her value co-creation activities in that OHC.

Although value co-creation is critical to the health care sector, few studies examine antecedents of patient value co-creation empirically. This study represents an initial attempt to do so by combining innovative netnographic analyses with mediation analyses.

Social media has enhanced the ability of fans to interact with each other. Whilst previous research investigates fan co-creation, few studies focus on the interactive effects within the co-creation process. The authors develop a model for synthesizing the interactive concepts related to fan co-creation in social media, which leads to team identification.

Participants (N = 483) were recruited from fans of clubs in the Persian Gulf Pro League of Iran. Structural equation modelling was applied to test the research model.

The results showed that fan knowledge facilitates fan co-creation, which in turn leads to team identification. Additionally, fan engagement had a moderating effect on the mediating role of fan co-creation in the association between fan knowledge and team identification.

The findings suggest that fan knowledge is an important antecedent of fan co-creation and highlight the significance of fan co-creation in promoting team identification in highly engaged fans at football clubs.

The current study contributes to the field of fan co-creation and provides significant implications for sport fan marketers.

The purpose of this paper is to deliver a summary of the influential work regarding value co-creation in the context of social media. Although, research on the role of social media in co-creation and new product development is growing field; the extant literature is still in developing stage, which needs systematization and categorization to comprehend its current stage and previous research.

For this purpose, existing literature on social media and co-creation was studied. Initially, a citation analysis was conducted of influential papers correlated with the topic to identify three streams of research. Later, thematic analysis was carried out to explore specific themes within these categories.

Through citation analysis three research streams namely customer’s co-creation on new product development, firm specific capabilities for knowledge sharing, absorption and processing and new opportunities were identified. Later, total four categories were identified through thematic analysis which contains different sub-themes such as test of theories, proposed theoretical frameworks, lead users characteristics, customer’s motivation and experience regarding co-creation, online communities of customers and open innovation.

This study also categorizes and systemizes the extant literature exploring role of social media in value co-creation. Such systematic review of the extant literature will help the academicians to understand the previous stream of work and pursue a particular line of enquiry in furthering the understanding of interaction between social media and co-innovation.

This work is particularly useful for practitioners as more firms are moving the business online. These firms are actively using social media and user-generated content to gain insight into customer’s preferences. By increasing the participation of customers and lead users through online communities, firms can also increase customer’s commitment.

The paper adds to the extant literature by identifying research streams and themes in the extant literature on the role of social media in value co-creation. Later, these themes are abductively linked to develop a theoretical framework.

The purpose of this study is to recognize the empirical inhibitors of knowledge management (KM)in value co-creation in the dairy production context.

This study undertook a qualitative multiple-case study strategy. The datas collected comes from five players in the dairy sector that jointly co-create value. In addition to in-depth interviews with the actors, this study considers complementary documents, with reports, management flowcharts. Content analysis was conducted based on Bardin (2011).

This study identified three empirical barriers for KM in managing value co-creation in dairy production. The inhibitors observed were related to ineffective communication among stakeholders, organizational culture and high competitiveness. This study identified that sharing and KM among actors is a way to stimulate innovative solutions via value co-creation in dairy production.

This study explores the context in the Center-South of Brazil; therefore, it is not generalizable.

The findings help the managers to deal with the KM inhibitors in the value co-creation context and define actions based on the strategies listed to overcome the barriers identified in dairy production. This study can also help managers to change the mindset of organizations by adding KM to the organizational culture, as it identifies existing barriers in the sector and contributes by suggesting attitudes and tools capable of overcoming such difficulties.

Professionals in the dairy sector, especially the small rural producer, can have access to knowledge and professional training through the value co-creation among actors in the dairy sector. In this sense, the milk quality, for example, the nutritional characteristics and traceability of the milk, can be improved for the final consumer.

This study reveals the empirical inhibitors of KM presents in the value co-creation in the dairy production context. Additionally, insights to deal with the lack of sharing information and knowledge among multiple actors.

Co-creation of knowledge offers significant opportunities for innovation. This chapter seeks to gain understanding of the process of co-creation of knowledge for innovation and public relations in multi-stakeholder projects by exploring current insights in academic literature. The research questions look at how co-creation of knowledge for innovation has been investigated in the scholarly literature; the roles of end-users; and the modes and challenges of end-user participation and in collaboration relating to communication.

The method of this chapter is a structured literature review, following a series of rigorous steps: a search of databases, analysis of 33 articles found, summarising relevant content using a data extraction table and a data extraction continuum as analysis tools to show the range of projects discussed in the literature to create a comprehensive overview.

The findings indicate that multi-stakeholder networks can be structured for different aims. In the articles found different types of projects were investigated. Four categories of projects were found: (1) co-creation projects benefiting one company; (2) co-creation projects benefiting business-to-business value chain networks; (3) co-creation projects benefiting public entities; and (4) co-creation projects benefiting innovation network stakeholders.

Complexity is highest for multiple stakeholder co-creation projects benefiting innovation network stakeholders, where the roles between stakeholders are fluid and changing constantly. Solving common issues motivates the stakeholders to collaborate and build trust. Open innovation environments may facilitate communication and interaction.

Co-creation of knowledge requires intensive collaboration. Knowing the main challenges to address will help the functioning of co-creation collaboration networks and their public relations.

This paper assesses the role of collaborative knowledge building in the co-creation of artifacts in the knowledge management field.

Fifty-eight papers published in six knowledge management-related journals were analyzed. The framework for analysis included 13 codes. Studies were analyzed using qualitative and quantitative methods.

Findings showed that several factors influenced the co-creation of artifacts in collaborative knowledge building. At the micro level, individual motivation, capabilities and reflexivity seemed to play a central role in co-creation processes. At the meso level, teamwork and shared understanding were identified as two key major factors. At the macro level, structural, behavioral and cognitive factors were identified; they included organizational rules and workplace setting, organizational culture and learning and memory. Managerial agency, characteristics of artifacts and knowledge brokers and boundary spanners also seemed to have an influence at the inter-organizational levels of analysis.

This study has limitations related to scope of contribution, covered time span (17 years) and restrictions in journal subscriptions.

The study will help managers understand the intricacies of collaborative knowledge building practices to increase organizational overall effectiveness and performance.

This study is a first attempt to systematically assess the role of collaborative knowledge building in the co-creation of artifacts, and therefore, it represents a primary reference in the knowledge management field. It proposes some initial propositions that can guide future empirical studies.

This study aims to empirically investigate how organizations delivering services in business-to-business relations deal with the boundary paradox and knowledge asymmetry in value co-creation.

This study adopted a qualitative multiple case study strategy. Datas were gathered through 13 semi-structured interviews that were then analyzed through the content analysis.

The authors identified three mechanisms that organizations use to deal with the boundary paradox and two strategies to handle the knowledge asymmetry.

First, no opportunities were afforded to involve more participants. Second, owning to confidentiality reasons, not all organizations provided us documents to be analyzed.

The findings guide managers in balancing the use of contracts and trust in inter-firm collaborations and fostering the learning of customers. Also, insights to protect knowledge based on the paradox of openness in value co-creation.

This study’s findings address the gap in value co-creation literature concerning the lack of empirical studies.

The purpose of this paper is to understand how Open Innovation Digital Platforms (OIDPs) can facilitate and support knowledge co-creation in Open Innovation (OI) processes. Specifically, it intends to investigate the contribution of OIDPs-oriented to successfully implement all the phases of interactive coupled OI processes.

The paper carries out an exploratory qualitative analysis, adopting the single case study method. The case here investigated is Open Innovation Platform Regione Lombardia (OIPRL).

The case study sheds light on how OIPRL supports knowledge co-creation through its processes, tools and services as a co-creator intermediary. In its launch stage, the platform simply aimed at giving firms a tool to “find partners” and financial resources to achieve innovative projects. Now, however, the platform has developed into an engagement platform for knowledge co-creation.

One limitation lies in the particular perspective used to perform the case study: the perspective of the digital platform itself. Future research should focus on the individuals engaged in the platform to better investigate the processes, tools and services used to implement the OI approach.

The paper suggests ways in which OIDPs could be used by firms for effective exploration, acquisition, integration and development of valuable knowledge.

The study conceptualizes the role of OIDPs in shaping knowledge co-creation, assuming that the platforms act as Open Innovation Intermediaries (OIIs). Specifically, OIDPs can be observed to function as “co-creator intermediaries” that define, develop and implement dedicated processes, specific tools and appropriate services for supporting knowledge co-creation activities.