The Value of Customer Cocreated Knowledge during the Innovation Process

Customer cocreation during the innovation process has recently been suggested to be a major source for firms' competitive advantage. Hereby, customers actively engage in a firm's innovation process and take over innovation activities traditionally performed by a firm's employees. Desp...

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Vydané v:	The Journal of product innovation management Ročník 31; číslo 3; s. 599 - 615
Hlavní autori:	Mahr, Dominik, Lievens, Annouk, Blazevic, Vera
Médium:	Journal Article
Jazyk:	English
Vydavateľské údaje:	Hoboken Blackwell Publishing Ltd 01.05.2014 Blackwell Publishing
Predmet:	Channels Communication channels Competitive advantage Customer satisfaction Customers Data processing Determinants Innovation Innovations Knowledge Knowledge management Kundenintegration Low cost Management Management theory Product innovation Produktentwicklung Relationship marketing Studies Wissensmanagement
ISSN:	0737-6782, 1540-5885
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Abstract	Customer cocreation during the innovation process has recently been suggested to be a major source for firms' competitive advantage. Hereby, customers actively engage in a firm's innovation process and take over innovation activities traditionally performed by a firm's employees. Despite its suggested importance, previous research has revealed contradictory findings regarding its impact, the nature of involved customers, and the channels of communication that enable cocreation. To provide a more fine‐grained picture, customer cocreated knowledge is first delineated into its key value dimensions of relevance, novelty, and costs, and then their impact on various innovation outcomes is investigated. Next, the study examines the antecedent role of customer determinants; that is, lead user characteristics and customer–firm closeness, on these knowledge value dimensions. Finally, we explore how these effects are moderated by the type of communication channel used. An empirical validation of the conceptual model is performed by means of survey data from 126 customer cocreation projects. The data analysis indicates that customer cocreation is most successful for the creation of highly relevant but moderately novel knowledge. Cocreation with customers who are closely related to the innovating firm results in more highly relevant knowledge at a low cost. Yet, cocreation with lead users produces novel and relevant knowledge. These effects are contingent on the richness and reach of the communication channels enabling cocreation. Overall, the findings shed light on opportunities and limitations of customer cocreation for innovation and reconcile determinants originating in relationship marketing and innovation management. At the same time, managers obtain recommendations for selecting customers and communication channels to enhance the success of their customer cocreation initiatives.
AbstractList	Customer cocreation during the innovation process has recently been suggested to be a major source for firms' competitive advantage. Hereby, customers actively engage in a firm's innovation process and take over innovation activities traditionally performed by a firm's employees. Despite its suggested importance, previous research has revealed contradictory findings regarding its impact, the nature of involved customers, and the channels of communication that enable cocreation. To provide a more fine-grained picture, customer cocreated knowledge is first delineated into its key value dimensions of relevance, novelty, and costs, and then their impact on various innovation outcomes is investigated. Next, the study examines the antecedent role of customer determinants; that is, lead user characteristics and customer-firm closeness, on these knowledge value dimensions. Finally, we explore how these effects are moderated by the type of communication channel used. An empirical validation of the conceptual model is performed by means of survey data from 126 customer cocreation projects. The data analysis indicates that customer cocreation is most successful for the creation of highly relevant but moderately novel knowledge. Cocreation with customers who are closely related to the innovating firm results in more highly relevant knowledge at a low cost. Yet, cocreation with lead users produces novel and relevant knowledge. These effects are contingent on the richness and reach of the communication channels enabling cocreation. Overall, the findings shed light on opportunities and limitations of customer cocreation for innovation and reconcile determinants originating in relationship marketing and innovation management. At the same time, managers obtain recommendations for selecting customers and communication channels to enhance the success of their customer cocreation initiatives. Customer cocreation during the innovation process has recently been suggested to be a major source for firms' competitive advantage. Hereby, customers actively engage in a firm's innovation process and take over innovation activities traditionally performed by a firm's employees. Despite its suggested importance, previous research has revealed contradictory findings regarding its impact, the nature of involved customers, and the channels of communication that enable cocreation. To provide a more fine-grained picture, customer cocreated knowledge is first delineated into its key value dimensions of relevance, novelty, and costs, and then their impact on various innovation outcomes is investigated. Next, the study examines the antecedent role of customer determinants; that is, lead user characteristics and customer-firm closeness, on these knowledge value dimensions. Finally, we explore how these effects are moderated by the type of communication channel used. An empirical validation of the conceptual model is performed by means of survey data from 126 customer cocreation projects. The data analysis indicates that customer cocreation is most successful for the creation of highly relevant but moderately novel knowledge. Cocreation with customers who are closely related to the innovating firm results in more highly relevant knowledge at a low cost. Yet, cocreation with lead users produces novel and relevant knowledge. These effects are contingent on the richness and reach of the communication channels enabling cocreation. Overall, the findings shed light on opportunities and limitations of customer cocreation for innovation and reconcile determinants originating in relationship marketing and innovation management. At the same time, managers obtain recommendations for selecting customers and communication channels to enhance the success of their customer cocreation initiatives. [PUBLICATION ABSTRACT]
Author	Lievens, Annouk Mahr, Dominik Blazevic, Vera
Author_xml	– sequence: 1 givenname: Dominik surname: Mahr fullname: Mahr, Dominik – sequence: 2 givenname: Annouk surname: Lievens fullname: Lievens, Annouk – sequence: 3 givenname: Vera surname: Blazevic fullname: Blazevic, Vera
BackLink	http://www.econis.eu/PPNSET?PPN=786939699$$DView this record in ZBW - Deutsche Zentralbibliothek für Wirtschaftswissenschaften
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Copyright	2013 Product Development & Management Association Copyright Blackwell Publishing Ltd. May 2014
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References_xml	– reference: Magnusson, P. R. 2009. Exploring the contributions of involving ordinary users in ideation of technology-based services. Journal of Product Innovation Management 26 (5): 578-593. – reference: Franke, N., and S. Shah. 2003. How communities support innovative activities: An exploration of assistance and sharing among end-users. Research Policy 32 (1): 157-178. – reference: Fuchs, C., and M. Schreier. 2011. Customer empowerment in new product development. Journal of Product Innovation Management 28 (1): 17-32. – reference: Tenenhaus, M., V. E. Vinzi, Y. M. Chatelin, and C. Lauro. 2005. PLS path modeling. Computational Statistics & Data Analysis 48 (1): 159-205. – reference: Eurostat. 2008. Science, technology and innovation in Europe. Luxembourg: European Commission. – reference: Sawhney, M., G. Verona, and E. Prandelli. 2005. Collaborating to create: The Internet as a platform for customer engagement in product innovation. 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Snippet	Customer cocreation during the innovation process has recently been suggested to be a major source for firms' competitive advantage. Hereby, customers actively...
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SubjectTerms	Channels Communication channels Competitive advantage Customer satisfaction Customers Data processing Determinants Innovation Innovations Knowledge Knowledge management Kundenintegration Low cost Management Management theory Product innovation Produktentwicklung Relationship marketing Studies Wissensmanagement
Title	The Value of Customer Cocreated Knowledge during the Innovation Process
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