Metcalfe's law and operational, analytical and collaborative CRM-using online business communities for co-creation

Alavi, Shirin; Ahuja, Vandana; Medury, Yajulu

doi:10.1057/jt.2012.3

Cited by 21 publications

(12 citation statements)

References 23 publications

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“…Information systems research belongs to this domain, thus focussing on customer relationship management (Alavi et al, 2012), technological platforms for customer engagement ( Jonsson et al, 2008;Zwass, 2010), and open innovation platforms (Westergren, 2011). Many marketing subfields often reinterpret their backgrounds from the co-creation perspective.…”

Section: Msq 246mentioning

confidence: 99%

Theory of value co-creation: a systematic literature review

Galvagno

Dalli

2014

Managing Service Quality

663

462

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to summarize and classify extant research and to better understand the past, present, and future state of the theory of value co-creation. Its main objectives are: to identify the different theoretical perspectives and research streams that characterize and define the co-creation literature, and to highlight the connections between them; to look for emerging trends and gaps in the literature by comparing the most recent papers with those representing the field's core. Design/methodology/approach -The paper relies on bibliometric data: co-citation techniques were employed to select, analyze, and interpret citation patterns within the co-creation literature. Findings -The paper identified two main clusters, as well as specific research streams and common themes, representing scholarly journals' publications on co-creation over the past years. These research streams and themes apply three different theoretical perspectives: service science, innovation and technology management, and marketing and consumer research. Data from the most recent publications has been used to verify if and how the original streams and themes are reflected in the contemporary debate. Research limitations/implications -Inevitably, the findings of the analysis have limitations related to the research design, the databases, and the applied bibliometric methods. Practical implications -From a practical perspective, the research impacts on theory building, management decision making, and teaching. Originality/value -This study depicts the remarkable development of the literature on co-creation and shows the latent structure underlying its different research streams. To the best knowledge, this study is the first to determine co-citation frequencies from both the SSCI and Scopus databases.

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Section: Msq 246mentioning

confidence: 99%

Theory of value co-creation: a systematic literature review

Galvagno

Dalli

2014

Managing Service Quality

663

462

View full text Add to dashboard Cite

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“…Corporate website has become a primary vehicle for customers to get their impression of corporate brand image (Van den Bosch et al, 2006), which can also be the same for universities (Macharia and Pelser, 2014). Alavi et al (2012) claim that information system has a great impact on customers' value co-creative behavior and thus change the companycustomer relationship. The technologic platform enhances customers' engagement and interaction with the platform, organisation, product innovation or service improvement (Kabadayi and Gupta, 2011).…”

Section: Customer Value Co-creative Behaviormentioning

confidence: 99%

Enhancing university brand image and reputation through customer value co-creation behaviour

Foroudi

Gupta

et al. 2019

Technological Forecasting and Social Change

137

139

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“…Involving customers actively in the innovation process benefits both the firm and the customer (Parmentier et al, 2011). That is, value is co-created and enhanced through the collaboration between the firm and the customer (Wieland et al, 2012;Ramaswamy, 2009), and OCCs can advance customers' active participation in the firm's co-creation and co-innovation processes (Alavi et al, 2012).…”

Section: Research Modelmentioning

confidence: 99%

“…Their effective uses of OCCs have enabled these firms to engage their customers to co-create and co-innovate products and services (Parmentier et al, 2011). On OCCs, as virtual platforms, people express their views, showcase their creativity, communicate and collaborate with like-minded peers, activate social networks and receive tangible and intangible rewards for their contributions (Alavi et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

Motivations for customer engagement in online co-innovation communities (OCCs)

Zhang

Kandampully

Bilgihan

2015

Journal of Hospitality and Tourism Technology

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Purpose – This paper aims to propose an extended model to examine these motivations. As technology-led changes have revolutionized the marketplace, researchers and practitioners have grown keen to understand customers’ motivations for engaging in co-innovation in online communities. Design/methodology/approach – The research model is based on a review of previous literature and relevant business practices. Findings – The proposed conceptual model can be used to test empirically and explicate customers’ attitude towards engagement in co-innovation communities in the hospitality industry. Three major motivations drive customer engagement in online co-innovation communities (OCCs): brand equity, sense of community and monetary incentive. Customers’ prior experience with co-innovation projects also moderates the effects of the three motivations on customers’ attitude towards engagement in OCCs. Practical implications – The proposed model highlights the importance of engaging customers through OCCs to create service innovations. These OCCs advance customers’ active participation in the firm’s co-creation and co-innovation process. Leading service firms already rely on online brand communities to stay on the cutting edge. Co-creation represents a unique, strategic partnership between the firm and the customer that can enhance both the customer experience and the firm’s innovativeness. Originality/value – This study provides an initial exploration of the key components of the co-innovation of service through online communities in the hospitality industry.

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Metcalfe's law and operational, analytical and collaborative CRM-using online business communities for co-creation

Cited by 21 publications

References 23 publications

Theory of value co-creation: a systematic literature review

Theory of value co-creation: a systematic literature review

Enhancing university brand image and reputation through customer value co-creation behaviour

Motivations for customer engagement in online co-innovation communities (OCCs)

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