Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era

Romero, David; Molina, Arturo

doi:10.1080/09537287.2010.536619

Cited by 381 publications

(272 citation statements)

References 35 publications

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“…In addition to understanding the context-specific variables that make the system complex [51], it is equally important to succeed in introducing novel concepts and forms that support the multi-actor collaboration. In this particular study, the focus will be on examining the ways to establish sustainable, user-driven and collaborative networks that enhance innovations [65].…”

Section: Case Studymentioning

confidence: 99%

Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

Ketonen-Oksi

2018

Eur J Futures Res

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Purpose: The current business environments are increasingly dominated by the networked and systemic conceptualisation of value creation. However, surprisingly, little is known about the explicit and symbolic (inter) relationships between the different actors involved in the value co-creation processes-or about how they impact on the network-specific innovation capabilities. More research is needed to explore and validate the yet theoretical models and concepts of value co-creation in practice. Design/methodology/approach: Theoretically, this study is built on the ideas and concepts of Service-Dominant (S-D) logic. Empirically, the research is based on a set of thematic interviews conducted in a real-life service ecosystem, in the context of university-industry collaboration. The method of causal layered analysis (CLA) is used to both identify and develop constitutive narratives that support the service ecosystem's long-term strategic planning and value cocreation practices.Originality/value: The use of CLA in exploring the S-D logical view on value co-creation is a unique combination. By studying a highly social, dynamic and interactive process during which different service ecosystem actors first come together to share their values and mental models, and then act upon, significant new knowledge and understanding is offered for all those interested in applying a more systemic approach on service ecosystem development. Practical implications: Given that the use of CLA not only increases the awareness of alternative narratives, but of the abilities to facilitate the desired future(s), new insight and practical advice will be provided for both managers and participants taking part in a service ecosystem.

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Section: Case Studymentioning

confidence: 99%

Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

Ketonen-Oksi

2018

Eur J Futures Res

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“…En s'ouvrant à la foule, les entreprises cèdent une partie de leur contrôle aux contributeurs et doivent se préparer aux potentiels effets négatifs de cette perte de contrôle, notamment celui de prendre des directions imprévues et de devoir gérer l'incertitude que cela provoque (Pénin et Burger-Helmchen, 2012). Sur le plan organisationnel, l'adoption du CS pour innover pose aussi des problèmes d'intégration puisque les entreprises font face à la difficulté de combiner les activités de CS avec leurs capacités internes (Di Gangi et Wasko, 2009 ;Bartl et al, 2012 ;Blohm et al, 2013 ;Hienerth et al, 2014), nécessitant la migration des structures organisationnelles en place (Romero et Molina, 2011).…”

Section: Quel Modèle D'adoption Pour Les Activités De Cs Pour Innover ?unclassified

Crowdsourcing pour innover : proposition d’un modèle d’adoption, le cas de Raidlight

Ruiz¹

2017

Gestion 2000

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International audienceLe crowdsourcing (CS) pour innover consiste à externaliser une tâche complexe ou créative à un vaste ensemble d'individus via un appel ouvert sur Internet. Plusieurs recherches ont souligné des avantages et des difficultés à l'adoption du CS pour innover sans pour autant tenir compte des différentes phases d'adoption, alors que certains facteurs peuvent apparaître ou évoluer en cours de processus. A travers l'étude longitudinale et approfondie de la démarche d'adoption de l'entreprise Raidlight, PME rhônalpine spécialisée dans la conception, le développement et la vente de matériel sportif, nous identifions trois grandes catégories de facteurs (culturelle, organisationnelle et liée aux connaissances) que nous mettons en relation avec les différentes phases du processus d'adoption du CS pour innover et proposons un modèle. Dans le cas de Raidlight, il s'avère que l'identité et la culture ouverte de l'entreprise l'ont tout particulièrement décidé à adopter ce type d'activité. La création et le pilotage d'une communauté, le Team, et l'intégration du dispositif à son business model lui ont ensuite permis de traverser la phase de développement. Enfin, il apparait que la maturité du dispositif, bien qu'influencée par les facteurs précédemment identifiés, est marquée par la capacité de l'entreprise à absorber les connaissances des membres du Team. Nos résultats soulignent que les facteurs à l'adoption sont interdépendants et suivent une logique cumulative. Mots-clés : crowdsourcing pour innover, facteurs d'influence, modèle d'adoption

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“…Romero and Molina (2011) further asserts that in such CNOs, the exchange of co-created knowledge and skills lead to the development of long-term relationships and provide equal and voluntary opportunities for every actor in the ecosystem. In a review work, Reim et al (2015) have further highlighted the importance of networks at the tactical level for successful PSS implementation, stating the criticality lies in choosing the right type of partners, relationships and in securing sharing and coordination.…”

Section: Ermentioning

confidence: 99%

Extended responsibility through servitization in PSS

Pal

2016

JFMM

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Purpose -The global textile-fashion industry is resource inefficient thus requiring higher product-service systems (PSS) intervention. Further, insight of how PSS extends corporate responsibility is rather limited; knowledge of which may contribute towards increased PSS viability. The purpose of this paper is to explore how companies operating with used-clothing PSS extend their responsibilities through servitization. Design/methodology/approach -An exploratory study of seven companies operating with various used-clothing PSS is conducted through semi-structured interviews and supplementary document studies. Findings -Six dominant ways through which servitization drives responsibility in used-clothing PSS are identified. These are through: value-adding services, product leverage, collaborative partnership, information transparency, awareness and platform-enabled networking. Two tradeoffs exist in terms of their focus on physical process or digitalization, and developed by honing core competency or collaborative partnership. Further three differentiating attributes underlie these mechanisms for: raising awareness and/or improving transparency, collaboration in value creation and/or in promoting consumption, and product ownership and/or leverage. Research limitations/implications -A wide range of used-clothing PSS exists each in its own way extending responsibility. In-depth studies are required to investigate the relationship between servitization and extended responsibility for diverse PSS-types and on type of responsibilities they address. Practical implications -By identifying the key mechanisms or ways and their underlying characteristics companies can identify new servitization forms and ways to extend their responsibility, identify best practices and establish viability beyond the traditional measures, e.g. financial. Originality/value -So far no studies have investigated the role of servitization in PSS and how it extends corporate responsibility, especially in industries like textile-fashion, where both resource efficiency and responsibility is low.

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Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era

Cited by 381 publications

References 35 publications

Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

Creating a shared narrative: the use of causal layered analysis to explore value co-creation in a novel service ecosystem

Crowdsourcing pour innover : proposition d’un modèle d’adoption, le cas de Raidlight

Extended responsibility through servitization in PSS

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