Managing Innovation Processes Through Value Co-Creation: A Process Case From Business-to-Business Service Practise

Abstract

Value co-creation is a specific type of collaboration that is considered to be an innovative and interactive process between end users and organizations; it aims to increase the value of a product or service. This study investigates how a network of stakeholders collaborating to manage innovation openly co-creates value over time; it contributes to the existing literature on value co-creation by taking the perspective of the network as a whole. The study follows a case in which value co-creation unfolds over time across a network of stakeholders within the business-to-business facility service context. The in-depth longitudinal investigation of a network composed of a corporate customer and its external facility service providers revealed that a network of stakeholders co-creates value over time by (i) offering an adaptable structure for the network to organize innovation activities and establish support routines, (ii) facilitating interactions to support stakeholder relation development and (iii) allowing participants to achieve self-empowerment. Therefore, stakeholder value co-creation entails the combination of single value co-creation activities and overarching network progressions that allow for learning and inter-organizational trust among stakeholders.

Business models in facilities management value chains

“…An additional option is management contracting, where a management consultant company takes responsibility for organising the service provision by external providers based on a management fee, incentive based bonus fees and reimbursement of the cost of the service provision. Nardelli and Broumels (2018) did a case study on FM innovation concerning an energy supply company in The Netherlands, which involved a managing contractor. Table III presents the results of an analysis of those four BMs for service providers and management consultants.…”

“…The paper is conceptual and draws on literature reviews and a number of case studies from previous research with a combination of the author's own research from the Nordic countries in Europe and case studies from various European countries presented in literature by other authors (Coenen and Nwanna, 2014;Katchamart, 2013a;Nardelli and Broumels, 2018). Therefore, the paper does not include a separate methods section.…”

Selection of Technological Innovation for Service-Orientated Enterprises

“…Among all, perceived ease of use and perceived usefulness are two main determining factors of users' acceptance of using new technologies and service-oriented enterprises when designing new client interfaces must fully integrate the usability and usefulness of the system to enhance the user experience and improve the degree of satisfaction. In addition, the new client interface emphasizes the importance of customers acting as 'co-producers' in innovation, as customer involvement as a factor of production is a significant source of improving efficiency in service processes [28], and emerging information technologies could accelerate the process. Based on that, in the context of new client interface, the indicators of 'corporate image', 'ease of use', 'usefulness', and 'customer engagement' are proposed.…”

“…The perceived usefulness of new client interface on service innovation. [27] Customer engagement (C 8 ) Degree of interaction of customer engagement and service innovation in new client interface [28] New service delivery system (D 3 )…”

Mediation Effect of Adaptive Planning between Social Capital and Business Innovation: Application to a Community of Pisco Producers in Peru

“…However, it is also important to consider the trend regarding co-creation and interactive innovation systems [12,13]. Innovation management is moving away from an individual vision to a collective and open system [14][15][16] that leads to support networks in search of common progress [17].…”