Public Relations and the Power of Creativity by Bowman Sarah;Crookes Adrian;Ihlen Øyvind;Romenti Stefania;

Author:Bowman, Sarah;Crookes, Adrian;Ihlen, Øyvind;Romenti, Stefania;
Language: eng
Format: epub
Publisher: Emerald Publishing Limited
Published: 2018-09-15T00:00:00+00:00

Roles of End-Users; Aims of Participation

According to Dandonoli (2013, p. 1), ‘open innovation collaborations can be designed to foster true co-creation among partners in rich and poor settings, thereby breaking down hierarchies and creating greater impact and value for each partner’.

Including both customers and employees in development projects will improve the performance of the development of new services (Edvardsson et al., 2013), as activities, requirements, information and value co-created among actors are all highly interconnected (Pinho et al., 2014). Three types of interdependencies between actors in value co-creation are identified: (1) dynamic role interdependency, where actors’ roles may change between provider and consumer; (2) temporal interdependency, where interactions occur sequentially through time; and (3) self-interdependency, where value creation depends on the own actions of the actors. This notion of roles shifting through time and depending on the actions of the actors is important and interesting. These dynamic roles can be facilitated, but not controlled.

Collaborative service development, as an organisational learning process in an innovation network, involves a ‘complex and interactive learning process requiring both creative problem solving and systematic, conceptual co-construction’ (Kallio & Lappalainen, 2015, p. 154). This calls for open interaction and mutual trust-building among the actors in the network and a common object of development to, during the entire complex shared networked learning process, phase by phase, guide the construction of shared tools, knowledge, social structures and practices.

Broader and better engagement in knowledge sharing and co-creation for universities that develop socially inclusive projects with their surrounding business and community partners is suggested by Doyle (2010), so that universities become drivers of creative change. For engagement in knowledge sharing Halonen et al. (2010) offer a workshop process, combining foresight and organisational learning methods, for cross-discipline co-creation in a service research network. They explain (p. 128) that ‘this method worked as a concrete way for managing future-oriented networking across organisational borders as a basis for continuous learning and innovation’.

Information is, according to Pinho et al. (2014, p. 489), a key resource underlying value co-creating factors: ‘companies can enhance their offering by facilitating value co-creation through resource integration among other actors in the value network’. Open innovation environments integrate user-driven innovation (Reiter et al., 2014), build trust and establish a common goal to co-create new products, services and societal infrastructures. Thus, Reiter et al. (2014) propose to add a human-centred design approach to take into account people’s interactions in a Living Lab IT system; this combined approach makes both citizens and the IT system real actors in governance. Stakeholders should actively be engaged by project management throughout the project life (Chang et al., 2013). Along these lines Harmokivi-Saloranta and Parjanen (2010, p. 75) state that the ‘Living Lab is a system for building a future in which real-life user-driven development and innovation will be a normal co-creation technique for new products, services and societal infrastructure’. This is critical not only in identifying and solving problems but also in managing expectations. Joint teams build a sense of community and shared purpose, as

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