Towards co‐creation of service research projects: a method for learning in networks

Abstract

How to combine research knowledge across disciplines is a big question when studying and developing services in industry and public organizations. This paper presents a new kind of workshop process aiming at co-creation in a research network. We piloted the process at VTT Technical Research Centre of Finland during January-May 2009. 2) Design/methodology/approach We combined foresight and organisational learning methods, namely roadmapping and developmental impact evaluation. During the workshops VTT researchers and the management were enabled to create a shared understanding of service research strategy at VTT. The workshops were designed to facilitate dialogue between the users of the research, potential collaborators such as universities, funding agencies and societal actors in the field of service science. 3) Findings Although, the need for such a way of acting is often stated, it is rarely achieved in practice. Thus our method is a concrete way for managing future-oriented networking across organisational borders as a basis for continuous learning and innovation. 4) Practical implications The process is a potential embryo for a new kind of research culture towards learning in the network, shared and transparent planning of project proposals. 5) Originality/value For the first time the methods of foresight and learning organisations are combined. Furthermore, the process builds up a network and its research strategy from below, from above and together with customers and collaborators.

Developmental Impact Evaluation for Facilitating Learning in Innovation Networks

“…It provides tools to create learning in the evaluation event itself and provides steps to construct future activity after the evaluation. After the pilot process, we have strengthened the role of foresighting and roadmapping for the future (Halonen, Kallio, & Saari, 2010). The evaluation process opens up an opportunity and a model for the entire innovation network involved; for either incremental improvements or radical changes to be made to the research strategy.…”

Co-creation of Knowledge for Innovation Requires Multi-Stakeholder Public Relations

“…Public Relations and the Power of Creativity (Advances in Public Relations and Communication Management, Volume 3, Emerald Publishing Limited, pp.115 -133 Reed, Stringer, Fazey, Evely, & Kruijsen, J. (2014) Principles for effective practice of knowledge exchange Chang, Chih, Chew, & Pisarski (2013) Projects conceptualized as a value creation process for stakeholders Dandonoli (2013) Open innovation as a way to structure collaborations Powell (2012) Best practice projects; partners have powerful and collective co-creation Halonen, Kallio, & Saari (2010) Multiple points of view for research and innovation projects Harmokivi-Saloranta & Parjanen (2010) Users take active part in development and innovation Table 4: Articles on Co-creation projects benefiting public entities Several of these articles also note the importance of having the right tools and framework to drive forth co-creation. As new elements, active facilitation and key success factors, are noted as a basis for effective value creation.…”

“…Driving innovation can greatly benefit from future-oriented and interdisciplinary approaches that combine behavioural, social, and design sciences with technological knowledge. Research and innovation projects should be seen from multiple points of view: management, customers and research collaborators (Halonen et al, 2010).…”

“…Broader and better engagement in knowledge sharing and co-creation for universities that develop socially inclusive projects with their surrounding business and community partners is suggested by Doyle (2010), so that universities become drivers of creative change. For engagement in knowledge sharing Halonen et al (2010) offer a workshop process, combining foresight and organizational learning methods, for cross-discipline co-creation in a service research network. They explain (p. 128) that "this method worked as a concrete way for managing future-oriented networking across organizational borders as a basis for continuous learning and innovation.…”