Co-creation – child, sibling or adopted cousin of open innovation?

Tekić, Željko; Willoughby, Kelvin W.

doi:10.1080/14479338.2018.1530565

Cited by 21 publications

(11 citation statements)

References 104 publications

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“…A shared locus implies a strategy based on the co-creation of innovations. In co-creation, external contributors are deeply embedded in a company's innovation projects (Tekic & Willoughby, 2019). This strategy is suitable when the company does not have the knowledge needed to develop a solution by itself, and no mature options are available on the markets (Le Dain et al, 2010).…”

Section: Locus Of Innovationmentioning

confidence: 99%

“…Finally, there is the shared locus of innovation, where defining and solving the problem is done in collaboration between innovation partners (Prahalad & Ramaswamy, 2004). In this case, a company engages in co-creation of knowledge, products, or value with external parties (Tekic & Willoughby, 2019). For a shared locus, absorptive capacity requirements may be approached from the perspective of optimal overlap in knowledge bases.…”

Section: Shared Locus Of Innovationmentioning

confidence: 99%

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What does it mean to be open? A typology of inbound open innovation strategies and their dynamic capability requirements

Pihlajamaa

2021

Innovation

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The benefits of inbound open innovation are widely acknowledged, but not all companies are successful in their attempts to leverage external sources of innovation. Those with dynamic capabilities perform better, but developing and maintaining such capabilities generates costs. Therefore, a given company needs to find out which capabilities are worth investing in. In the current study, I adopt a contingency approach to inbound open innovation. I focus on distinct open innovation strategies that vary according to their approaches to innovative search and accessing complementary knowledge. I develop a typology of six inbound open innovation strategies based on the dimensions of managerial attention (proactive/reactive) and locus of innovation (internal/shared/external). I further report their requirements for four dynamic capabilities: sensing capability, impression management capability, absorptive capacity, and collaboration capability. The findings bring attention to often-ignored reactive strategies for inbound open innovation and provide a nuanced view of how the division of development responsibilities in different phases of the innovation process affects requirements for dynamic capabilities. The study supports managers in implementing successful inbound open innovation strategies by helping them choose a strategy that supports their organization's overall objectives and strike a balance between underinvestment and overinvestment in dynamic capabilities.

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Section: Locus Of Innovationmentioning

confidence: 99%

Section: Shared Locus Of Innovationmentioning

confidence: 99%

What does it mean to be open? A typology of inbound open innovation strategies and their dynamic capability requirements

Pihlajamaa

2021

Innovation

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“…Considering the fact that universities, as knowledge providers, are linked to regional development at a larger scale (Karlsen et al, 2017), knowledge of what enables industry actors to use knowledge is crucial in realising innovation potential in university-industry collaborations. This brings us to the concept of co-creation, which describes processes in which producers, users, companies and external actors collaborate to create new value (Payne et al, 2008;Tekic & Willoughby, 2019;Vargo et al, 2008). The value co-creation literature conceptualises innovation as one potential outcome of the 'co-creation or collaborative recombination of practices that provide novel solutions for new or existing problems' (Vargo et al, 2015, p. 70), involving 'the joint creation of value by the firm and its network of various entities (such as customers, suppliers and distributors), which are termed actors' (Perks et al, 2012, p. 395).…”

Section: Introductionmentioning

confidence: 99%

The significance of knowledge readiness for co-creation in university industry collaborations

Mathisen

Jørgensen

2021

Innovation

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This study explores value co-creation in university industry collaborations. The study is inspired by the constructivist approach to grounded theory and self-ethnography and based on interviews with 27 informants (eleven industry mentors and 16 academics) engaged in university industry collaborations. The findings suggest that co-creation depends on knowledge readiness and knowledge readiness develops through an interplay between temporary geographical and cognitive proximity. This study contributes to the existing literature on value co-creation, university industry collaborations, and proximity as follows: first, we shed light on the use of the co-creation perspective to enhance understandings of how value can be co-created in university industry collaborations. Second, we introduce the concept of knowledge readiness and demonstrate that co-creation in university industry collaborations between academics and industry mentors rests on knowledge readiness. Knowledge readiness concerns knowledge use and develops in the interplay between temporary geographical and cognitive proximity. We describe knowledge readiness as a subdimension of cognitive proximity. Knowledge readiness takes time to develop and is important for value co-creation and, subsequently, innovation in university industry collaborations.

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“…For example, Ramírez-Montoya and García-Peñalvo (2018) make a systematic literature review about open innovation and the co-creation of knowledge to promote open science. Tekic and Willoughby (2019) conduct a systematic review of the innovation management literature for clarifying the concepts of co-creation and open innovation using bibliometric analysis.…”

Section: Introductionmentioning

confidence: 99%

Mapping Value Co-creation Literature in the Technology and Innovation Management Field: A Bibliographic Coupling Analysis

Sánchez

Ortiz‐de‐Urbina‐Criado

Mora-Valentín

2020

Front. Psychol.

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Value co-creation has become a very important topic in several disciplines. It is observed that value co-creation has been analyzed mainly from a perspective of marketing or services. The interest of studying value co-creation in relation to innovation is growing but there are no previous literature reviews that focus on the literature that studies value co-creation from a technology and innovation management perspective. The present research aims to close this gap. This research has two aims. First, we make a descriptive analysis of the evolution of documents published from 2004 to 2020. We analyze the main journals and identify the most prolific authors. In addition, we observe collaborative behavior at three different levels-country, institution, and author. Second, we determine the content structure of this literature through a bibliographic coupling analysis, and characterize the resulting groups. As a result of this analysis, we describe eleven thematic groups and characterize them through different metrics. Based on these metrics and the previous analysis, we classify and explain the studies about co-creation in the technology and innovation management field. We obtained three research streams: open innovation, consumer-centric analysis, and service ecosystem and service innovation, and two new trends: servitization and the sharing economy.

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Co-creation – child, sibling or adopted cousin of open innovation?

Cited by 21 publications

References 104 publications

What does it mean to be open? A typology of inbound open innovation strategies and their dynamic capability requirements

What does it mean to be open? A typology of inbound open innovation strategies and their dynamic capability requirements

The significance of knowledge readiness for co-creation in university industry collaborations

Mapping Value Co-creation Literature in the Technology and Innovation Management Field: A Bibliographic Coupling Analysis

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