Strategy and co‐creation thinking

Strategy and co‐creation thinking Purpose – The authors propose that platforms of stakeholder engagement can become the new basis of enterprise value creation. Design/methodology/approach – The authors report on how new co‐creation engagement models can be designed all across the value chain of enterprise activities. Findings – According to the authors' studies of leading firms, strategy making has become a joint process of co‐creative discovery, as enterprises devise and develop new opportunities together with customers, partners and other stakeholders. Research limitations/implications – Case examples of implementation at leading companies are offered. Practical implications – Leaders will have to manage a process of value creation from a stakeholding‐individual and experience‐based perspective. Originality/value – The article challenges leaders to question why companies should be limited by the internal competencies of the firm when co‐creation platforms could provide access to greater competencies through a well‐developed global resource base. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Strategy and co‐creation thinking

Strategy & Leadership, Volume 41 (6): 6 – Nov 1, 2013

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Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/SL-07-2013-0053
Publisher site
See Article on Publisher Site

Abstract

Purpose – The authors propose that platforms of stakeholder engagement can become the new basis of enterprise value creation. Design/methodology/approach – The authors report on how new co‐creation engagement models can be designed all across the value chain of enterprise activities. Findings – According to the authors' studies of leading firms, strategy making has become a joint process of co‐creative discovery, as enterprises devise and develop new opportunities together with customers, partners and other stakeholders. Research limitations/implications – Case examples of implementation at leading companies are offered. Practical implications – Leaders will have to manage a process of value creation from a stakeholding‐individual and experience‐based perspective. Originality/value – The article challenges leaders to question why companies should be limited by the internal competencies of the firm when co‐creation platforms could provide access to greater competencies through a well‐developed global resource base.

Journal

Strategy & LeadershipEmerald Publishing

Published: Nov 1, 2013

Keywords: Value creation; Innovation; Co‐creating value with customers; Customer interaction; Customer platforms; Stakeholder competencies

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