Risks and benefits of knowledge sharing in co-opetitive knowledge networks

Ilvonen, Ilona; Vuori, Vilma

doi:10.1504/ijnvo.2013.063049

Cited by 25 publications

(28 citation statements)

References 52 publications

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“…Co‐creation benefits include: enhanced engagement of employees (Hatch and Schultz, ); better supply chain integration (Jüttner, Christopher and Godsell, ); improved shareholder commitment (Madden, Fehle and Fournier, ); and knowledge sharing with competitors (Kohlbacher, ), which occurs especially in ‘co‐opetitive’ contexts, providing major benefits, but also creating risks (Ilvonen and Vuori, ). Scholars agree that co‐creation research is important, especially in investigating how co‐creation offers new opportunities for enterprises (e.g.…”

Section: Introductionmentioning

confidence: 99%

Managing Co‐creation Design: A Strategic Approach to Innovation

Frow

Nenonen

Payne

et al. 2015

British J of Management

376

299

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Co-creation offers firms and their network of actors significant opportunities for innovation, as each actor offers access to new resources through a process of resource integration. However, despite the significant advantages that co-creation can offer, there is surprisingly little research providing a strategic approach for identifying the most advantageous co-creation opportunities, especially when many possible options are available. Recently, scholars have called for research that develops tools and processes related to co-creation. This study addresses these priorities, making two contributions. First, in contrast to previous work considering co-creation more generally, or focusing on one specific form only, e.g. co-production, this paper offers a detailed and granular approach to co-creation design. A co-creation design framework is developed, which incorporates multiple design dimensions and categories that can reveal new co-creation opportunities. Second, the research extends the application of a design approach, specifically within the context of co-creative activities. The authors use field-based research with senior executives to develop a framework that includes key co-creation design elements. A morphological approach is used to explore how a lead firm can identify attractive co-creation opportunities. An innovation solution in one organization provides an illustration of how the co-creation design framework can be applied.

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Section: Introductionmentioning

confidence: 99%

Managing Co‐creation Design: A Strategic Approach to Innovation

Frow

Nenonen

Payne

et al. 2015

British J of Management

376

299

View full text Add to dashboard Cite

show abstract

“…While efficiency is achieved by using a prescribed protocol to identify, select, and assess articles without being biased and subjective, effectiveness results by synthesizing the literature, communicating the depth of knowledge on key major themes and concepts, and building important relationships among them (e.g., Watson, 2015). Previous reviews on coopetition either lack an established system that supports efficient detection and searching of articles (e.g., Bengtsson, Eriksson, & Wincent, 2010;Walley, 2007), or limit their scope to address only specific dimensions of coopetition (Ilvonen & Vuori, 2013;Rai, 2013;Petter, Resende, Andrade Júnior, & Horst, 2014).…”

Section: Introductionmentioning

confidence: 99%

A systematic review of research on coopetition: Toward a multilevel understanding

Bengtsson

Raza-Ullah

2016

Industrial Marketing Management

276

242

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“…Typically, information security deals with a variety of solutions that prepare against and/or respond to threats to information such as information leaks to competitors and knowledge loss through staff turnover [20]. Such threats inform the design of formal and informal protection measures that share as a common starting point the clear identification of critical information assets [21]. The appropriate recognition of which information sustains business value creation is a specific managerial capability and requires an articulation of the role of information in the business, combined with the specification of practices that deal with how that information should be secured [22].…”

Section: Introductionmentioning

confidence: 99%

Information security: Listening to the perspective of organisational insiders

Choi

Martins

Bernik

2018

Journal of Information Science

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Aligned with the strategy-as-practice research tradition, this paper investigates how organisational insiders understand and perceive their surrounding information security practices, how they interpret them, and how they turn such interpretations into strategic actions. The study takes a qualitative case study approach, and participants are employees at the Research & Development department of a multinational original brand manufacturer. The paper makes an important contribution to organisational information security management. It addresses the behaviour of organisational insidersa group whose role in the prevention, response and mitigation of information security incidents is critical. The paper identifies a set of organisational insiders' perceived components of effective information security practices (organisational mission statement; common understanding of information security; awareness of threats; knowledge of information security incidents, routines and policy; relationships between employees; circulation of stories; role of punishment provisions; and training), based on which more successful information security strategies can be developed.

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Risks and benefits of knowledge sharing in co-opetitive knowledge networks

Cited by 25 publications

References 52 publications

Managing Co‐creation Design: A Strategic Approach to Innovation

Managing Co‐creation Design: A Strategic Approach to Innovation

A systematic review of research on coopetition: Toward a multilevel understanding

Information security: Listening to the perspective of organisational insiders

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