The marketing firm and co‐creation: The case of co‐creation by LEGO

This article discusses the marketer and customer co‐creation process within the context of bilateral contingencies. Bilateral contingencies occur when the marketers' behavior is reinforced (and/or punished) by the customers' behavior, whereas the behavior of the customers is reinforced (and/or punished) by the marketers' actions. Using the example of the LEGO community, we discuss how the marketers in the organization can respond to behaviors resulting from co‐creational customer– customer exchanges. This paper fills the knowledge gap by presenting a behavior analysis framework (theory of the marketing firm) for the empirical measurement of the co‐creation process.The marketing firm and co‐creation: The case of co‐creation by LEGOacceptedVersio

The effectiveness of crowdsourcing in knowledge-based industries: the moderating role of transformational leadership and organisational learning

[EN] Crowdsourcing provides an opportunity for SMEs to exploit collective knowledge that is located outside the organisation. Crowdsourcing allows organisations to keep pace with a fast-changing environment by solving business problems, supporting R&D activities, and fostering innovation cheaply, flexibly, and dynamically. Nevertheless, managing crowdsourcing is difficult, and positive outcomes are not guaranteed. Drawing on the Resource-based View, we study transformational leadership and organisational learning capability as complementary assets to help SMEs deploy crowdsourcing. An empirical study of Spanish telecommunications and biotechnology companies confirmed the moderating effect of organisational learning on the relationship between crowdsourcing and organisational performance.Devece Carañana, CA.; Palacios Marqués, D.; Ribeiro-Navarrete, B. (2019). 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Co-creation experiences: The next practice in value creation

Consumers today have more choices of products and services than ever before, but they seem dissatisfied. Firms invest in greater product variety but are less able to differentiate themselves. Growth and value creation have become the dominant themes for managers. In this paper, we explain this paradox. The meaning of value and the process of value creation are rapidly shifting from a product- and firm-centric view to personalized consumer experiences. Informed, networked, empowered, and active consumers are increasingly co-creating value with the firm. The interaction between the firm and the consumer is becoming the locus of value creation and value extraction. As value shifts to experiences, the market is becoming a forum for conversation and interactions between consumers, consumer communities, and firms. It is this dialogue, access, transparency, and understanding of risk-benefits that is central to the next practice in value creation.Peer Reviewedhttp://deepblue.lib.umich.edu/bitstream/2027.42/35225/1/20015_ftp.pd

When grassroots innovation movements encounter mainstream institutions: implications for models of inclusive innovation

Grassroots innovation movements (GIMs) can be regarded as initiators or advocates of alternative pathways of innovation. Sometimes these movements engage with more established science, technology and innovation (STI) institutions and development agencies in pursuit of their goals. In this paper, we argue that an important aspect to encounters between GIMs and mainstream STI institutions is the negotiation of different framings of grassroots innovation and development of policy models for inclusive innovation. These encounters can result in two different modes of engagement by GIMs; what we call insertion and mobilization. We illustrate and discuss these interrelated notions of framings and modes of engagement by drawing on three case studies of GIMs: the Social Technologies Network in Brazil, and the Honey Bee Network and People's Science Movements in India. The cases highlight that inclusion in the context of GIMs is not an unproblematic, smooth endeavour, and involves diverse interpretations and framings, which shape what and who gets included or excluded. Within the context of increasing policy interest, the analysis of encounters between GIMs and STI institutions can offer important lessons for the design of models of inclusive innovation and development

How dynamic capabilities drive performance in the Indian IT industry : the role of information and co-ordination

This study examines key issues and effects of capability management on a fast-growing area of knowledge-intensive global business services &ndash; IT outsourcing and offshoring. An exploratory study is undertaken of Indian companies providing complex process-oriented offshore IT services to their global customers. The analysis of the data related to the service provider side shows that developing dynamic capabilities is strongly driven by management and top-clients and results in the development of business processes and in establishing a strategic partnership with the client organization. Key findings are that information exchange and coordination are the key to a leveraging firm performance.<br /

The marketing firm and co‐creation: An empirical study of marketer and customer's co‐creation process

This study empirically investigates the marketer and customer's co‐creation process within the context of the marketing firm. Based on principles from bilateral contingencies, findings from a conjoint study (n = 98) indicate that utilitarian and informational reinforcing consequences from the marketer have a stronger impact on customers' co‐creation behavior relative to informational reinforcing consequences from other customers. Consequently, analyzing the impact of important reinforcing contingencies through the lens of bilateral contingencies expands our understanding of how and why co‐creation outcomes might occur. Also, a good co‐creation process may increase the business companies' research and intelligence and, as a consequence, strengthen their competitiveness.The marketing firm and co‐creation: An empirical study of marketer and customer's co‐creation processacceptedVersio

Remaking Africa's informal economies: youth, entrepreneurship and the promise of inclusion at the bottom of the pyramid

In recent years, the quest for 'inclusive markets' that incorporate Africa's youth has become a key focus of national and international development efforts, with so-called bottom of the pyramid (BoP) initiatives increasingly seen as a way to draw the continent's poor into new networks of global capitalism. SSA has become a fertile frontier for such systems, as capital sets its sights on the continents vast 'under-served' informal economies, harnessing the entrepreneurial mettle of youth to create new markets for a range of products, from solar lanterns and shampoo to cook stoves and sanitary pads. Drawing on ethnographic research with youth entrepreneurs, we trace the prcesses of individual and collective 'transformation' that the mission of (self-) empowerment through entrepreneurship seeks to bring about. We argue that, while such systems are meant to bring those below the poverty line above it, the 'line' is reified and reinforced through a range of discursive and strategic practices that actively construct and embed distinctions between the past and the future, valuable and valueless, and the idle and productive in Africa's informal economies

Advertising Industry Evolution: Agency creativity, fluid teams and diversity. An exploratory investigation

The advertising industry is in a state of flux, where the agency model is evolving alongside todays’ fast paced digital environment. This paper reviews the drivers of change in the industry and explores how creative advertising agencies are evolving and developing their team resources to improve the creative product using the resource based view (RBV) as a theoretical lens. The study adopted a qualitative approach using a key informant strategy with 16 interviews with Creative Directors, CEO’s and Heads of Planning and Account Directors. The findings suggest that agencies who embrace team functional diversity, include external stakeholders and develop team fluidity as a dynamic capability will enhance agency creativity