1,632,405 research outputs found
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
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
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
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
Using a co-creational approach to develop, implement and evaluate an intervention to promote physical activity in adolescent girls from vocational and technical schools: a case control study
Background: As physical inactivity is particularly prevalent amongst lower-educated adolescent girls, interventions are needed. Using a co-creational approach increases their engagement and might be effective. This study aimed to: (1) describe the co-creation process, (2) evaluate how girls experienced co-creation, and (3) evaluate the effect of the co-creational interventions on physical activity, individual, sociocultural and school-based factors.
Methods: Three intervention schools (n = 91) and three control schools (n = 105) across Flanders participated. A questionnaire was completed pre (September-October 2014) and post (April-May 2015). In between, sessions with a co-creation group were organised to develop and implement the intervention in each intervention school. Focus groups were conducted to evaluate the co-creational process.
Results: School 1 organised sport sessions for girls, school 2 organised a fitness activity and set up a Facebook page, school 3 organised a lunch walk. Girls were positive about having a voice in developing an intervention. No significant effects were found, except for small effects on extracurricular sports participation and self-efficacy.
Conclusions: Using a co-creational approach amongst adolescent girls might be a feasible approach. However, as interventions were minimal, effects were limited or undetectable. Future co-creation projects could consider the most optimal co-creation process, evaluation design and intensively test this approach
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
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
Co-creation and user innovation: The role of online 3D printing platforms
The aim of this article is to investigate the changes brought about by online 3D printing platforms in co-creation and user innovation. As doing so requires a thorough understanding of the level of user involvement in productive processes and a clear view of the nature of co-creative processes, this article provides a ‘prosumption’ framework and a typology of co-creation activities. Then, based on case studies of 22 online 3D printing platforms, a service-based taxonomy of these platforms is constructed. The taxonomy and typology are then matched to investigate the role played by online 3D platforms in regard to the various types of co-creation activities and, consequently, how this impacts user innovation
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