Previously published as: International Journal of Service Industry Management
Online from: 1995
Subject Area: Industry and Public Sector Management
|Title:||“Five Co-s” in innovating: a practice-based view|
|Author(s):||Tiziana Russo-Spena, (Department of Business Economics, University of Naples “Federico II”, Naples, Italy), Cristina Mele, (Department of Business Economics, University of Naples “Federico II”, Naples, Italy)|
|Citation:||Tiziana Russo-Spena, Cristina Mele, (2012) "“Five Co-s” in innovating: a practice-based view", Journal of Service Management, Vol. 23 Iss: 4, pp.527 - 553|
|Keywords:||“Co-s”, Co-creation, Innovating, Innovation, Practices, Value-creating processes, Working practices|
|Article type:||Research paper|
|DOI:||10.1108/09564231211260404 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to frame innovation as a process of co-creation according to a practice-based view.
Design/methodology/approach – The paper focuses on the innovation practices that occurred within the web contexts of ten companies. In accordance with netnography research, data include preliminary studies of the web-based context, naturalistic observations of the community and the activities of its members, and direct interactions with the members of the innovating community.
Findings – This work proposes the integration of innovation, practice and the emerging co-creation research. The paper develops the five “Co-s” model including: co-ideation, co-valuation, co-design, co-test and co-launch. Each “Co-“ represents a phase of the innovation process resulting from dynamic and on-going interactions among resources, actions, and a group of actors who are interrelated via a dense network. Within each “Co-“, the authors identify practices and elements of practices.
Practical implications – A firm's managers should influence co-creation opportunities by contributing to script practices. These managers should be able to consider more clearly the full options of co-creation activities and be involved in designing and responding to co-creation initiatives. They should also understand that each phase could provide an opportunity for collaboration that enhances the value of co-creation. In this manner, managers could orchestrate multiple resources (e.g., actors, actions tools and output language).
Originality/value – This work brings innovation into the realm of practice by moving the focus from the outcome to the process –, i.e. from innovation as a new artefact to the act of innovating. In this context, innovating is the system of on-going co-creation practices performed by people who merge knowledge, actions, tools, languages and artefacts to create something new and better. In this view, innovators are carriers of practices.
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