Consumer Co-creation of Digital Culture Products: Business Threat or New Opportunity?

Lang, Karl Reiner; Shang, Richard D.; Vragov, Roumen

doi:10.17705/1jais.00409

Cited by 31 publications

(23 citation statements)

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“…Besides changes in production, the communication and interaction with customers and suppliers must lift up to new and modified contents and services [14]. Customers are getting more integrated into value creation processes [15], [16], e.g., via digital platforms [9], [17]. They benefit from new products and services which improve the quality of their life [12].…”

Section: Motivationmentioning

confidence: 99%

Barriers to Digital Transformation in Manufacturing: Development of a Research Agenda

Vogelsang¹,

Liere-Netheler²,

Packmohr³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digital Transformation (DT) is expected to have a massive impact on different branches and even societies. In the manufacturing industry, value creation processes change as information and communication technologies merge with production processes. The change may enable efficiency gains and new business models. However, many firms still struggle to drive their digital transformation forward. To understand the barriers which hinder or even stop DT is essential for the successful transformation. Our study aims at identifying the barriers on the basis of 46 expert interviews. These practical insights are further used to develop a research agenda. To determine the research gaps, we conduct a literature review on the topics mentioned by the interviewees. Thus, we contribute by first of all identifying major barriers which can support firms by reflecting their DT. Moreover, we give an outlook for researchers on possible future exploration. So, we bring together perspectives from research and practice.

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Section: Motivationmentioning

confidence: 99%

Barriers to Digital Transformation in Manufacturing: Development of a Research Agenda

Vogelsang¹,

Liere-Netheler²,

Packmohr³

et al. 2019

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

“…In this realm, we find the development of 'co-' and 'open' strategies, such as stakeholder participation through the co-creation of marketing content (Hanna et al 2011), as well as the co-production of actual products (Arakji and Lang 2007;Lang et al 2015). It relates to the possibilities stakeholders have to become actively involved in different parts of the previously exclusive organizational life and to the opportunities managers have to activate stakeholders.…”

Section: Diagnosis: Enable Community and Participationmentioning

confidence: 99%

“…It relates to the possibilities stakeholders have to become actively involved in different parts of the previously exclusive organizational life and to the opportunities managers have to activate stakeholders. In this realm, we find the development of 'co-' and 'open' strategies, such as stakeholder participation through the co-creation of marketing content (Hanna et al 2011), as well as the co-production of actual products (Arakji and Lang 2007;Lang et al 2015).…”

Section: Diagnosis: Enable Community and Participationmentioning

confidence: 99%

New Media and Strategy Research: Towards a Relational Agency Approach

Gulbrandsen

Plesner

Raviola

2019

Int J Management Reviews

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A rapidly growing body of literature focuses on the relationship between new media and strategy, and offers recommendations regarding appropriate strategic actions in relation to new media. This paper systematically reviews 130 articles with a focus on the diagnoses they provide and the directions they offer strategists regarding the role of new media in strategy. The analysis identifies four main ways of conceptualizing new media in the literature: as forces in an increasingly turbulent strategic environment; as changing the role of strategists; as tools for strategically engaging stakeholders; and as both increasing and decreasing the control necessary for strategy making. These conceptualizations are based on often‐implicit assumptions about ‘agency’ in strategy: new media are seen either as forces influencing strategy or as tools in the hands of humans, who are portrayed as the agents of strategy. In both cases, new media are black‐boxed, such that their specific properties and ways of becoming embedded in particular contexts are rarely examined. After discussing these assumptions and a limited number of studies that challenge them, the paper develops an approach to strategy and new media based on a relational understanding of agency, an attention to technological affordances and a methodological sensitivity to tracing strategy‐making assemblages of human and non‐human elements. We argue that future research based on this approach will advance our knowledge of strategy making in ways that do not take new media for granted and ways that are attentive to different kinds of agency.

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“…Reference [18] proposes a conceptual model ( Figure 1) for co-creation of value that contemplates the primary processes to manage the co-creation and examine several implications for the development of products and services, develop the relationship with the customer cross-functional alignment and knowledge management. The co-creation, at present, has no specific exclusivity in one segment or another [28]. However, information and communication technology (ICT) products have more often been used in co-creation.…”

Section: Co-creationmentioning

confidence: 99%

Co-Creation in the Game Industry: A Case Study in a Brazilian Developer

Cardoso¹,

Batista²,

Silva³

et al. 2018

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The objective of this work is to understand how the process of co-creation occurs within the creative industry of video games. For this, concepts of the creative industry, co-creation, information and communication technologies (ICTs) and innovation were studied. Since this is an exploratory and qualitative research, a single case study was chosen as a method. The analysis was done in a Brazilian company that develops games for mobile devices. The results show that the consumer (gamer) participates in value creation in the company's products, mainly in the initial production stages. In the later phases, after the launch and other steps of the life cycle, although there is a relationship with the users, the joint creation of value is little explored by the organization. Also, it was verified that the co-creation process is supported by different information and communication tools, which provide agility to the process.

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Consumer Co-creation of Digital Culture Products: Business Threat or New Opportunity?

Cited by 31 publications

References 0 publications

Barriers to Digital Transformation in Manufacturing: Development of a Research Agenda

Barriers to Digital Transformation in Manufacturing: Development of a Research Agenda

New Media and Strategy Research: Towards a Relational Agency Approach

Co-Creation in the Game Industry: A Case Study in a Brazilian Developer

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