Transforming Usual Consumers into Prosumers with the Help of Intellectual Capital Collaboration for Innovation

Abstract

Abstract-In an extremely competitive global market companies strive for supremacy. The goal is to differentiate from competitors and the key element for success is innovation. But how to innovate in an always changing environment? How to maintain market position with such demanding, price sensitive and informed customers? It seems almost impossible. But nothing is impossible when organizations are making use of their main competitive advantage, their intellectual capital, for transforming passive consumers into prosumers. Prosumers are creative individuals who have a predilection for engaging in activities concerning firms or institutions with which they have a relationship with. They are valuable assets if fully engaged with a company. Therefore, the authors argue that human capital can stay in touch through structural capital with consumers and develop a consumer capital -a relationship with them. If this activity is creative and engaging, a number of consumers can change and become prosumers, providing feedback, creative ideas and information for innovation. Alongside prosumers companies can co-create value which differentiates their offer from competition and establish a relationship of trust and involvement which determines consumer recommendations and influence in the market. The proposed interrelated system can be managed with the scope of transforming consumers into prosumers for innovation purposes.Index Terms-Co-creation of value, collaborative innovation, intellectual capital, prosumer.

Strengthening of Intellectual Capital Dimension

“…Structural capital refers to the particular knowledge possessed by an organization including information system, processes and data (Bontis, 1999), consists of corporate culture included values or behavior criteria, organizational structure included responsibilities & control, operational process and organizational knowledge assets and information system (Izvercian et al, 2013;Putri, 2016), contributes the most important to organizational performance (Daneshvar, 2017), dependent on human capital exists objectively and independent of human capital (Roos et al, 1998), had significant effect on the company's profitability (Putra et al, 2017).…”

“…Structural capital needs human capital for enabling enterprises to develop customer capital (Izvercian et al, 2013), concerned organizational efficiency and effectiveness, procedures, culture, product or service-oriented innovation and intangibles such as patents, image and trade secrets (Abazeed, 2017), deals with the mechanism and structure of an enterprise that can help support employee in their quest for optimum intellectual performance and the overall business performance (Chen et al, 2004), represented by electronic network that transports information (Stewart, 2003), value creating activities such as innovation and thereby improving this structural capital for future use (Chew & Sharma, 2014), describes the codified knowledge bases that do not exist within the minds of employees (Bontis & Fitz-Enz, 2002), infrastructure that firms develop to commercialize their human capital (Daneshvar, 2017).…”

“…Human capital is defined as the collective knowledge of manpower such as experience, skills and know-how (Bontis, 1999), employee capabilities to create value in an organization, structural capital summarize organizational philosophy, structure, systems, processes and intellectual properties (Izvercian et al, 2013), the employees' ability to do things that ultimately make the company works and succeeds (Choudhury & Mishra, 2010), the knowledge, skills and abilities embodied in people (Coff, 2002), stock of knowledge, skills, competencies and abilities embodied in individuals that determine their level of productivity (Djomo & Fondo, 2012), factors as employees' knowledge skill, capability and attitudes in relation to fostering performances (Chen et al, 2004), most important elements are the employees abilities and the relationship the company develops with them (Izvercian et al, 2013).…”

“…Success is achieved when the three intellectual capital's components work together that is the human capital, the structural or organizational capital and the customer capital (Sudarma, 2012;Izvercian et al, 2013), considered as a key resource in business (Ariff et al, 2016). The culture of development is heavily reliant upon adaptability and the readiness to realize growth, innovation and creativity (Asiaei & Jusoh, 2015).…”

“…Intellectual capital must behave as an active, performing living mechanism for the creation of innovation (Izvercian et al, 2013), kind of enterprise resource build on the knowledge base, prominent features that can creative intelligence (Yongjun, 2013).…”