Co-Creation: The Public Sector Perspective

This article continues to explore the partnership between the State of Connecticut, the Connecticut Early Childhood Funder Collaborative, and the Connecticut Council for Philanthropy. These three entities have been working to coordinate their efforts toward a shared goal of establishing a statewide early childhood system, reducing the fragmented array of Connecticut's existing early childhood services and supports, and improving outcomes for young children and their families across the State.Independently and collectively, each partner continues to adopt new processes and working structures that enable the voluntary contribution of their diverse skills, expertise, and resources to create a new approach to early childhood in Connecticut. While clearly not the only constituencies working to improve outcomes for children and families throughout the state, this partnership between the public sector and the philanthropic community has resulted in important transformations within all entities involved. This paper highlights the role of the public sector within this public-private partnership, and, more specifically, the experience and perspectives of those working within state government

Value Co-Creation with Suppliers

The growing specialization of firms and the reinforcement of vertical disintegration have led to an increasing reliance on purchasing and supply management. This means that an increasing proportion of value is created outside the boundaries of the firm, namely by suppliers. In this context, the paper aims to relate the configuration of the bonds companies establish with their suppliers to the process of value creation. The paper furthers our understanding of buyer-supplier relationships as mechanisms for the coordination and development of capabilities on both sides of the dyad. Evidence was found that relationships affect not only the access and exploration of suppliers’ resources, but also the perception the buying firm has about their capabilities which is likely to condition the potential for joint value creation. The main contribution of the paper is that value co-creation involving suppliers must be regarded as a strategic option which depends on several conditions. This research puts in evidence two of these conditions: suppliers’ capabilities and the way the buyer-seller relationships are configured.Buyer-supplier relationships, capabilities, relationship configuration, value creation

Practical Supply Chain Management Knowledge from Industry-Academia Dialogue

Value co-creation, which can be defined as a joint initiative by two or more supply chain members to create value that cannot be created by the sole effort of one member, is a cornerstone concept in Supply Chain Management (SCM). To provide needed clarity about the concept, the invitation-only summit World Class Supply Chain 2017: Value Co-creation , was convened on May 10th, 2017 in Milton, Ontario. The summit brought together accomplished executives, scholars, and students in the SCM field to engage in dialogue directed at uncovering actionable insights about three crucial issues: The business benefits of value co-creation The actions required for successful value co-creation The obstacles to value co-creation and ways to overcome them The deliberations covered an extensive range of content that included concrete real-world examples to reinforce the insights. Those insights can be summarized in the following three major points: Information technology innovations can (a) come from an industry’s established players instead of only from new entrants and (b) significantly improve not only standard operational efficiency metrics in supply chains but also how supply chains parties interact with each other to create value. The suite of key success factors in value co-creation spans three major stages of activities for any organization: (i) preparing for its discussions with potential co-creation partners, (ii) having those discussions with an intent to find common ground on the most important partnership parameters, and (iii) managing the ongoing relationship(s) with selected partners. To be better poised for future success in value co-creation, today’s young, upcoming professionals (e.g., internship and entry-level jobs) must have jobs that are designed with a view to nurturing interpersonal skills in forming and sustaining effective inter-organizational business relationships

Antecedents and consequences of co-creation value with a resolution of complex P2P relationships

Purpose This research addresses three questions: (i) What are the main factors influencing co-creation behaviour among peers in a peer-to-peer (P2P) platform? (ii) What are the key consequences of such behaviour? (iii) What are the main factors that positively influence a sense of commitment among peers in a P2P platform? Design This study used a positivist paradigm (quantitative method) to scrutinise the causal associations among the scale validation and causal configurations of influential factors by employing fsQCA (fuzzy set qualitative comparative analysis). Findings The findings reveal the significance of co-creation behaviour in enhancing the sense of commitment in a P2P platform. Important implications for hospitality managers and researchers are highlighted. Practical Implication The findings of this research provide interesting insights for peer providers in a peer platform on how to enhance co-creation. They also offer guidelines on how to build a positive sense of commitment in the peer platform. Originality This research offers a unique theoretical contribution by investigating the antecedents and consequences of co-creation behaviour at the peer level. Drawing on complexity theory, the research also proposes two tenets supporting the managerial contribution by identifying and clarifying how co-creation behaviour and related constructs can lead to a sense of commitment between peers in a P2P platform

Transmediation: Rethinking dynamic design for co-creation

360° media narratives exist and have existed for some time across multiple technologies and spaces. Our contemporary ability (and desire) to participate in media creation expands the possibilities for co-creative collaborative narratives continuously. So, how do we rethink design for 360° flexible, repurposable, engaging narratives? In this presentation, Cláudia rethinks potential narratives ahead

Towards a co-creation framework in the retail banking services industry: a cross-cultural analysis

An underlying theme in modern marketing is the notion that value is not solely created within the boundaries of the firm, it is created co-jointly with outside parties. This paper aims to study the outcomes of co-creation from a customer perspective. Specifically, it examines the effects of co-creation on customer satisfaction, loyalty and word-of-mouth (WOM) within the banking services industry. Furthermore, we consider potential differences between consumers from Spain and the UK, thus incorporating cross-cultural aspects in our research. The research demonstrates that firms should not only respond to the differences that exist within different cultural contexts and incorporate these in co-creation initiatives; more importantly, firms should undertake co-creation activities themselves as these can result in customers who are more satisfied, loyal to the company and more likely to carry out positive WOM, which can ultimately lead to new customers

Knowledge Co-creation in Action: Learning from the Transforming Education for Sustainable Futures Network A methodological sourcebook

The Transforming Education for Sustainable Futures (TESF) network was funded by the UK government's Global Challenges Research Fund (GCRF) and involved partners from India, Rwanda, Somalia/ Somaliland, South Africa, the Netherlands and the UK. The network was initiated in 2019 and officially ended as a funded initiative in 2023. The purpose of TESF was to provide better understanding of how education can be transformed to support sustainable livelihoods, sustainable cities and communities and climate action. Aligned with these concerns in the contexts of India, Rwanda, Somalia/Somaliland, and South Africa, a focus of the network was to tackle intersecting inequalities including those based on gender, socio-economic status, race, class, languages, coloniality, and Indigeneity. Overall, the network funded 67 projects across the four countries of research focus. Underpinning TESF's approach was a methodological commitment to knowledge co-creation. The purpose of this sourcebook is to provide a critical overview of what we have learned as a network from our experiences of applying knowledge co-creation as a transformative practice in economically constrained and highly unequal contexts. Researchers within the network sought to synthesise emerging findings and to generate learning from across the funded projects and diversity of global South contexts, shared in this document. It is in the spirit of sharing these learnings that we frame this as a 'methodological sourcebook' rather than as a more conventional report

Solution selling and value co-creation : different forms and contexts

Creating customer solutions is said to embody the new service-dominant logic (Sharma, Iyer, & Evanschitzky, 2008; Tuli, Kohli, & Bharadwaj, 2007); the elaboration of solutions is likely to result from a value co-creation process involving actors from both the supply network and the customer network (Cova & Salle, 2007). Value co-creation addresses the growing importance of customer involvement in an organization; service-dominant logic states that the customer is always a co-creator of value (Vargo & Lusch, 2008) but the extent to which customers co-create value and facilitate the creation of solutions in a range of Business-to-Business and Business-to-Consumer contexts is, as yet, undetermined. This conceptual, exploratory research investigates value co-creation through a set of four encounters between firm, customer, and other networks based on a solution selling model(Tuli, et al., 2007). Using a pre-determined sample of service firms a set of expert ratings was gathered to analyze the level of value co-creation during the encounters. The results of the ratings suggest that firms create solutions and co-create in different ways during the 4 stages of the encounter process. A series of semi-structured interviews suggested that firms would benefit from a greater understanding of the forms of value co-creation, and the contexts where they can best be applied to a solution selling model. The research concludes by suggesting a conceptual framework for analyzing value co-creation in service firms and its potential impact on firm activity and performance