Innovation and Co-Creation Process within a Service Context: A Matter of Choice or Necessity?

McManus, John; Ardley, Barry

doi:10.4236/ojbm.2019.71002

Cited by 8 publications

(8 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…From the perspective of Mcmanus and Ardley (2019), innovation in service industries receives broad recognition from both researchers and professionals as key to gaining and sustaining competitive advantages. This discovery additionally confirms the need for holistic or at least wide reaching approaches to the intensive use of knowledge.…”

Section: Discussionmentioning

confidence: 99%

“…Innovation in the service sector has received widespread recognition among both researchers and professionals as a means of gaining and sustaining competitive advantages. Companies are increasingly deploying new knowledge and skills as core competences in their business strategies, especially when interrelated with intensive knowledge on co-creation, innovation and service design processes (Mcmanus and Ardley, 2019). The study undertaken by Tether et al (2012) identifies a difference between “knowledge intensive business services (KIBS)” and “professional service firms (PSF)”.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Innovation and co-creation in knowledge intensive business services: the Spinner model

Figueiredo

Ferreira

Silveira

et al. 2019

BPMJ

View full text Add to dashboard Cite

Purpose The purpose of this paper is to analyse the propensity for innovation and co-creation in service companies in receipt of knowledge intensive business services (KIBS) type services through their intensive incorporation of knowledge. Design/methodology/approach In order to achieve this study objective, the authors first carried out a literature review in order to specify the scope of the construct; second, the authors applied a survey based on the “Spinner model”; third, the authors undertook research on KIBS clients and restricted the results to this population sample; and fourth, based on the validated and applied models deriving from the base construct, the authors presented the results obtained. Findings This concludes that the “Spinner” model is valid for explaining the propensity for innovation and co-creation in companies receiving KIBS. The results demonstrate evidence of innovation processes as a result of the intensive application of knowledge associated with co-creation and knowledge transfers. Research limitations/implications This provides managers with a better understanding of the barriers that may obstruct the implementation of co-creation and knowledge transfers. Hence, the variables analysed may guide managers in defining and planning innovation strategies. Furthermore, this enables each company receiving such services to validate them and establish indices for the innovation propensity of specialist (knowledge intensive) service providers within the framework of benchmarking exercises. Originality/value This study sets out a new means of analysing the propensity for innovation and the co-creation of knowledge by companies making recourse to knowledge intensive services. From the theoretical point of view, this defines a new construct and a means of classification for companies supplying services designed for their propensity for innovation and co-creation. From the practical perspective, this study provides the companies subject to research with the opportunity to perceive their respective position in relation to other companies. In addition to this, ranking companies in such a way may drive the need to develop new knowledge for future co-creation and innovation processes.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Innovation and co-creation in knowledge intensive business services: the Spinner model

Figueiredo

Ferreira

Silveira

et al. 2019

BPMJ

View full text Add to dashboard Cite

show abstract

“…Service research has widely emphasized the contribution of customers to innovation processes and their potential role as a key driver of successful new services (a.o. de Brentani and Ragot 1996;Alam 2002;Edvardsson et al 2006;Gallouj and Savona 2009;Sundbo and Toivonen 2011;Carlborg et al 2013;Mcmanus and Ardley, 2019).Recent research has devoted an increasing interest in the role of a particular type of customers, i.e. lead users (von Hippel1986), in service innovation.…”

Section: Introductionmentioning

confidence: 99%

Exploring Role and Characteristics of Clients in Promoting (or Hindering) Advertising Agencies’ Multidimensional Innovation

Mazur¹,

Marasco²,

Izzo³

et al. 2020

IJBSS

View full text Add to dashboard Cite

Service literature has recognized the important role of customers' characteristics for successful innovation and is increasingly emphasizing the contribution of lead users. However, few studies have analyzed this issue with reference to advertising and other creative services, especially because of the difficulties in defining innovation in these industries, by capturing its complex nature. Through a large-scale survey on European advertising agencies, we provide empirical evidence of a multidimensional nature of innovation in these services, which can be better promoted by clients embodying some attributes rather than others. Indeed, our results identify three clusters, which differ for the clients' innovation enabling characteristics and their potential roles in promoting agency's innovation: the Dominant lead users; the Expert lead users; the Ordinary clients. We acknowledge the role of lead users in advertising and contribute to literature highlighting when they can be conducive to agency's innovation or be detrimental to it.

show abstract

“…Innovation is considered the driver of top-line growth in many firms and is documented (Bosworth and Collins, 2003;Bettina, 2009). Only in recent times has the literature started to address the role of services in public organisations (for example Adams, 2006;De Vries, 2006;McManus and Ardley, 2019). Taking on innovation activities is not solely the domain of private sector firms.…”

mentioning

confidence: 99%

“…Although this study does not claim to be exhaustive, it shows that knowledge on the relationship between service, innovation and performance is limited and requires further investigation. Evidence suggests health service providers are placing new knowledge at the core of their service strategies, especially knowledge related to innovation and service architecture, (Kindstrom, 2010;McManus and Ardley, 2019). In this sense, the question of incorporating new knowledge into service provision raises some overarching questions for existing and future service enterprises.…”

mentioning

confidence: 99%

Editorial

McManus¹

2020

BPMJ

Self Cite

View full text Add to dashboard Cite

Innovation and co-creation process in service enterprises implications for process management and service development Welcome to this special issue of Business Process Management Journal. This special issue takes as its theme "Innovation and Co-creation Process in Service Enterprises". The main motivation behind this special issue was to enhance the readers understanding of co-creation from different conceptual and methodological perspectives. Through the academic contributions within this special issue, we explore and examine a number of topical research themes around the subjects of innovation and co-creation more specifically how these subjects contribute to the body of knowledge and our understanding of innovation and co-creation as applied within a broader service framework.The authors Coimbatore Krishnarao Prahalad and Venkat Ramaswamy popularised the concept of co-creation in their 2000 Harvard Business Review article, Co-Opting Customer Competence. Since the publication of Prahalad and Ramaswamy, papers (2004, 2000), there have been but a few influential contributions to the subject body of knowledge. Perhaps the most notable and most recent contribution by Pieters and Jansen (2017) developed existing cocreation theories and introduced the term "complete co-creation", creating clarity for organisations who struggled with implementing co-creation into their daily operations. Whilst co-creation is an admirable activity to gather unique and various ideas from customers, it also brings challenges to the organisation and the practicing manager.The contributions presented in this issue, identify a number of overarching themes, within the literature which the authors discuss to arouse and stimulate further debate. Empirical research suggests that brand identity and design are relevant to the market success of new services. In this context, the paper by Barry Ardley et al., provides insight into brand communities and their purpose. Using Muniz and O'Guinn ( 2001) as an investigative framework, the research established that there exists a range of co-creation practices in online communities, revolving around design, engagements, procedures and understandings. The article begins with an informative section about brand communities and how value is created in member to member social media community that include social networking sites participation motivations, customer participation, brand trust and brand loyalty in social media brand communities. On deeper inspection, the paper shows evidence of many complex and related purposes within brand communities, for example as a conceptual and empirical example of forms of co-created value in communities, the work by Schau ( 2009) is revealing. Through the examination of a range of brand communities, the authors identify four key value creation practices: social networking, impression management, community engagement and brand use. These four practices are concerned with factors like grooming the caring for and heightening use of the brand or product, and the discussion su...

show abstract

Innovation and Co-Creation Process within a Service Context: A Matter of Choice or Necessity?

Cited by 8 publications

References 40 publications

Innovation and co-creation in knowledge intensive business services: the Spinner model

Innovation and co-creation in knowledge intensive business services: the Spinner model

Exploring Role and Characteristics of Clients in Promoting (or Hindering) Advertising Agencies’ Multidimensional Innovation

Editorial

Contact Info

Product

Resources

About