Integrated co-creation process with multiple stakeholders in innovation networks

Sergio Takahashi,Vania Passarini Takahashi

doi:10.1108/inmr-10-2020-0142

Abstract

PurposeThe purpose of this paper is to study the organizational processes in co-creation with multiple stakeholders within the scope of innovation networks. It consists of analyzing the necessary adaptation of organizational processes and to structure a proposal of an integrated process.Design/methodology/approachThis paper is a review article, an analysis of relevant articles in the areas of co-creation with multiple stakeholders, innovation networks, dynamic capabilities and organizational aspects linked to network organization which reflect on the main differences by relating them to the relevant literature.FindingsIdentification of related processes: Innovation development, knowledge integration/sharing, Co-evolution, Value Co-creation, Value Capture, Stakeholders capabilities, and elements of an integrated process in an innovation network.Originality/valueProposition of an integrated co-creation process with multiple stakeholders in an innovation network based on dynamic capabilities with the elements of literature and an analysis of the model variables. This process makes it possible, before reconfiguring the network itself, to create and to define the Project in an integrated manner. They also promote an evolution in the commitment, in the relationship and in the sharing of knowledge among the stakeholders and in the anticipation and evaluation by the stakeholders.

Highlights

Traditional “enterprise-centric” innovation has evolved into “interaction” based innovation in a co-creation process, where consumers are engaged in the process of defining and creating value (Prahalad & Ramaswamy, 2004; Galvano & Dalli, 2014)
Tavares, and Costa (2016) found in a review study from the databases of the Web of Science and Scopus, using the bibliometric analysis technique, that between the years 2000 and 2014, there was a peak of publications related to the theme of co-creation of value, and
The search’s strategy is selective and iterative with nature of primary sources conceptual and empirical of relevant articles in the areas of co-creation with multiple stakeholders, innovation networks, knowledge sharing/ integration, dynamic capabilities and organizational aspects linked to network organization

Summary

Introduction

Traditional “enterprise-centric” innovation has evolved into “interaction” based innovation in a co-creation process, where consumers are engaged in the process of defining and creating value (Prahalad & Ramaswamy, 2004; Galvano & Dalli, 2014). 516) initially defined dynamic capabilities: “...as the company’s ability to integrate, build and reconfigure internal and external competencies to deal with rapidly changing environments” These are related to the manipulation of the configuration of resources and capacities, including value creating processes (Eisenhardt & Martin, 2000), while considering the resources of physical and human capital, the structure, systems, and culture, recognizing them as an “Organizational Combination” (Verona & Ravasi, 2003). The following proposition is formulated: The Integrated co-creation Process with Multiple Stakeholders based on Dynamic Capabilities is the company’s ability to integrate, build and reconfigure internal and external competencies to deal with rapidly changing environments in a cooperative context. This process has three phases: co-creation Sensing, co-creation Seizing, and co-creation Transformation. - Formation of the initial stakeholder group with a central coordination (Matinheikki, Artto, Peltokorpi, & Rajala, 2016)

Result