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What kinds of rhetorical strategies promote and impede value co-creation experience in the online collaborative innovative communities?

Written by Natallia Patapchuk

Paper category

Master Thesis

Subject

Business Administration>Communication & Media

Year

2012

Abstract

Master Thesis: Online collaborative innovation communities billions of interconnected people can now actively participate in innovation, wealth creation, and social development (Tapscott & Williams 2006). Virtual communities have been studied from different perspectives (Jones 1998; Rheingold 1993; Hagel & Armstrong 1997). People are paying more and more attention to the exploration of consumer power in online communities. Rossi (2011) pointed out that in a discontinuous business environment facing fierce competition and increasing consumer expectations, companies are forced to continue to manage innovation. According to Gallouj and Weinstein (1997, p.547), innovation can be defined as "...any change in one or more items affecting one or more feature vectors". Since innovation occurs by combining different knowledge bases, companies need to cultivate their ability to create, integrate, and reorganize knowledge from different contributors, not only internally but beyond their boundaries (Rossi 2011). Collaborative online innovation communities can maximize the innovation potential of users by enabling collective thinking, which is superior to the ideas of individual users (Antikainen 2011). Therefore, collaboration has become the established way to do business with suppliers, channel partners, and customers. As von Hippel (1988 in Prandelli et al. 2008) said, in order to improve the fit between the company's products and customer needs, customer interaction has always been important for innovation. In addition, Sawhney et al. (2005) and Verona and Prandelli (2006) emphasized that the virtual environment greatly enhances the company's ability to attract customers to participate in collaborative innovation. It allows companies to transform sporadic and one-way customer interactions into continuous conversations with customers and manage continuous conversations. By supporting customer-customer interactions, companies can enter the hidden dimensions of customer knowledge, experience, and feelings. Therefore, online conversations in online innovation networks can become a source of customer insight, enabling companies to have a new understanding of customer beliefs, values, habits, desires, motivations, emotions or needs (Rossi 2011). Therefore, customers and creators are invited to actively participate in generating and evaluating new product ideas; explaining, evaluating or challenging product concepts; discussing and improving the details of alternative solutions; choosing or personalizing the preferred virtual prototype; requesting related or just consumption Information about new products. 2.3. Value co-creation From the point of view of service-dominant logic, value creation is the process of interaction and collaboration that occurs through service exchange (Vargo & Lusch 2008 in Plé & Chumpitaz 2009). The actual value of market products can only be evaluated from the perspective of customers. Gustafsson and Johnson (2003) explained that customers view products and services from the perspective of the benefits they provide and the problems they solve, and they also use lenses to measure satisfaction and loyalty. Recently proposed discussions on customer engagement, Wikieconomics, power, crowdsourcing, and the role of collaboration in creating unique value propositions. However, the role of the end customer has long been ignored. Until recently, the concept of "customers as a source of capabilities" appeared in the literature (Prahalad & Ramaswamy 2004; Füller et al. 2009, Rossi 2011, etc.). This transformation is mainly to enable customers to more deeply participate in value co-creation and collaborative innovation (Rossi 2011). With the rise of the Internet, consumers are increasingly stimulating the interaction between companies and consumers, which may lead to value co-creation (Prahalad & Ramaswamy 2004) or value co-destruction (Echeverri & Skålén 2011; Plé & Chumpitaz 2009). The meaning of value and the process of value creation are rapidly evolving from a product- and company-centric perspective to a personalized consumer experience. Informed, networked, empowered and active consumers are increasingly creating value with companies. Consumers now seek to exert their influence in every part of the business system. Consumers who have new tools and are dissatisfied with the available options want to interact with the company to "co-create" value (Prahalad & Ramaswamy 2004). Interactive value co-creation occurs in the process of interaction between suppliers and customers. Interaction is becoming a place for value creation and value extraction. As value shifts to experience, the market is becoming a forum for dialogue and interaction between customers, customer communities, and companies. It is this dialogue, access, transparency, and understanding of risk and return that are the main content of the next practice of value creation. High-quality interactions that enable individual customers to create unique experiences with the company are the key to unlocking new sources of competitive advantage (Prahalad & Ramaswamy 2000). Later, the author's resume (2003) believes that co-creation takes the interaction between consumers and the company as the core of value creation. Read Less