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User-involved service innovation: Three participating perspectives on co-creation
Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation. (Innovationsledning)ORCID iD: 0000-0001-9817-9069
2015 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

The involvement of customers and other stakeholders in the innovation process is proposed to be a key success factor and something that makes companies more competitive. As a consequence, more and more organizations alter their innovation strategy accordingly. In order for a company to open up innovation processes, it is vital to foster a practice where there is openness for external ideas and knowledge. However, when external ideas meet internal innovation practices complex organizational situations appear. Creativity, for example, involves co-dependence of other persons’ strategies and actions. New roles for those involved affect hierarchies and knowledge sharing opportunities.

This thesis involves three different perspectives of the same process provides an opportunity to study both individual and structural challenges. This research aims to identify on-going challenges for an organization during the transformational processes that adjustment from a traditional product innovation structure to an open service innovation culture implies. This qualitative case study involves two main cases and three supporting cases and aims to understand how users and other external parties, top management and middle managers experience open innovation processes. The results describe interactions between organizations and users or external stakeholders as well as internal interactions within the organization. Top management were dedicated to the idea of increased openness, but detected structural issues to deal with in order to implement user involved innovation. Among middle management, some individual aspects such as attitudes and relational issues matter, as well as organizational structures and practices. Users had mixed opinions about their participation in the process. Favorable experiences, such as benevolence and deepened relationships, were balanced by un-favorable experiences such as incapability and intrusion. Different dimensions of openness regarding open innovation practice are discussed. In this work a relational focus is emphasized. The findings assist managers in their work to create conditions for open innovation. Managers can benefit from this research by getting a better understanding of how different stakeholders’ experience co-creation of value. This is relevant for innovation managers in the process of redesigning innovation processes to understand different aspects of the interactions involved.

Place, publisher, year, edition, pages
Västerås: Mälardalen University , 2015.
Series
Mälardalen University Press Licentiate Theses, ISSN 1651-9256 ; 214
Keyword [en]
open innovation; user involvement; co-creation; service logic
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Innovation and Design
Identifiers
URN: urn:nbn:se:mdh:diva-28699ISBN: 978-91-7485-223-3 (print)OAI: oai:DiVA.org:mdh-28699DiVA: diva2:845960
Presentation
2015-11-24, L348, Mälardalens högskola, Eskilstuna, 13:00 (Swedish)
Opponent
Supervisors
Projects
KITSIMGIC
Available from: 2015-11-18 Created: 2015-08-12 Last updated: 2017-01-03Bibliographically approved
List of papers
1. Customers' experiences of co-creation during service
Open this publication in new window or tab >>Customers' experiences of co-creation during service
2012 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 4, no 2, 189-204 p.Article in journal (Refereed) Published
Abstract [en]

Abstract Purpose – The purpose of this article is to present the outcome of a co-creation service innovation project, both to understand the possible outcome when using a process model and to achieve a better understanding of how customers experience participation in co-creation in an open service innovation project. The article also discusses the outcome of co-creation in terms of new knowledge concerning customers’ needs, both expressed and latent needs compared to the knowledge gained through a regular guest survey. Design/methodology/approach – The study is based on 29 in-depth interviews that were conducted subsequent to participation as visitors in a service innovation project which involved testing a model for user involved service innovation. In the process model users were asked to be attentive and produce real time documentations. The co-creation in this case thus occurred when obtaining input for service innovation ideation. Findings – Participants (visitors to a Swedish zoo), had mixed opinions about their participation in the project. Favourable experiences, such as benevolence and deepened relationships, were balanced by unfavourable experiences such as incapability and intrusion. Also a user involved service innovation approach as the one studied provides valuable knowledge about customers suggested to be useful for service innovation. Users presented a wide range of real time documentations; from brief comments about certain aspects of their experience to more detailed suggestions for future services. Originality/value – The study provides empirical evidence regarding the importance of adopting a user’s perspective towards service innovation. This is unlike previous research,which has been limited to the study of how companies perceive and can manage co-creation in a manner that is beneficial for them. The study also connects to this perspective by suggesting that co-creation both enhances opportunities for successful service innovation and provides a deeper understanding of customers’ needs. Keywords Innovation, Customer services quality, Product innovation, Sweden Paper type Case study

National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-17407 (URN)10.1108/17566691211232918 (DOI)2-s2.0-84986079184 (Scopus ID)
Available from: 2012-12-20 Created: 2012-12-20 Last updated: 2016-09-22Bibliographically approved
2. From a closed innovation culture to an open
Open this publication in new window or tab >>From a closed innovation culture to an open
2011 (English)In: The QUIS 12 conference proceedings, 2011Conference paper, Published paper (Refereed)
Abstract [en]

This article discusses an organization with a traditional new product development setting and the on-going challenges for this organization to evolve into an open service innovation culture involving customers. Complexity theory is used as a framework for understanding the transition. The research reported in this paper is part of a three year (2008 – 2010) explorative study. The objective was to develop and test a method for user involved innovation and study how this innovation method was experienced by involved parties. Several challenges were identified on the organizational level. Among them were tensions regarding the communication structure and organizational boundaries and paradox situations. Other challenges to be addressed by management concern stability, hierarchies and knowledge sharing and that creativity involves a co-dependence.

National Category
Engineering and Technology
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-13667 (URN)
Conference
The QUIS 12 conference. June 2-5, 2011. Ithaca, NY, USA
Available from: 2011-12-15 Created: 2011-12-15 Last updated: 2017-01-03Bibliographically approved
3. Introducing openness as part of innovation practice: How middle managers experience involvement of users and internal collaboration
Open this publication in new window or tab >>Introducing openness as part of innovation practice: How middle managers experience involvement of users and internal collaboration
(English)Manuscript (preprint) (Other academic)
Abstract [en]

In order for a company to open up innovation processes, it is vital to foster a culture where external ideas and knowledge are appreciated. However, when external ideas meet internal innovation practices complex organizational situations appear. A systems approach provides an opportunity to study both individual and structural challenges. This qualitative case study involves two main cases and three supporting cases and aims to understand how middle managers experience open innovation processes. The results describe interactions with both users and external stakeholders as well as internal interactions within the organization. Individual aspects such as attitudes and relational issues matter, as well as organizational structures and practices. The findings of the article assist managers in their work to create conditions for open innovation.

Keyword
user involvement, co-creation
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Innovation and Design
Identifiers
urn:nbn:se:mdh:diva-28701 (URN)
Projects
KITSIMGIC
Available from: 2015-08-13 Created: 2015-08-13 Last updated: 2017-01-03Bibliographically approved

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