Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders

Extant research investigates a firm’s ability to manage co-creation with one type of stakeholder during the innovation process, rather than co-creation with multiple stakeholders simultaneously. While such stakeholder co-creation creates benefits for the focal firm such as access to unique resources...

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Bibliographic Details
Published in:Journal of business research Vol. 69; no. 2; pp. 525 - 540
Main Authors: Kazadi, Kande, Lievens, Annouk, Mahr, Dominik
Format: Journal Article
Language:English
Published: New York Elsevier Inc 01.02.2016
Elsevier Sequoia S.A
Subjects:
Absorptive capacity
Capabilities
Case studies
Co-creation
Innovation
Innovations
Interest groups
Knowledge
Knowledge management
Management theory
Project management
Stakeholder
Stakeholders
Studies
Innovation
Absorptive capacity
Co-creation
Stakeholders
Capabilities
ISSN:0148-2963, 1873-7978
Online Access:Get full text
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Summary:Extant research investigates a firm’s ability to manage co-creation with one type of stakeholder during the innovation process, rather than co-creation with multiple stakeholders simultaneously. While such stakeholder co-creation creates benefits for the focal firm such as access to unique resources and knowledge bases, it also raises new challenges because of the diverse characteristics, interests and goals of the different stakeholders involved. Specific capabilities to anticipate and manage these challenges are therefore of particular interest for research and practice. The study here narrows this gap by conducting an in-depth case study, examining multiple stakeholder co-creation projects embedded within a pharmaceutical firm. The study develops a contingency framework on the role of four stakeholder co-creation capabilities in generating valuable knowledge. Overall, these findings complement extant literature by examining how specific capabilities employed before and during the innovation project may explain differential performance of stakeholder co-creation activities.
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ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2015.05.009