The value co-creation process is a strong part of marketing practices as the stakes for companies are so high (Zwass, 2010). Consumers and companies interact to create a common value, paving the way for new business models.
The active contribution of the consumer no longer concerns only the production of a service of product (co-production), since the latter also contributes to the creation of the offer and to the various dimensions of the firm’s value chain. In this sense, the consumer can take the role of an employee of the company, an actor of the real experiences and a value creator. The notion of co-creation is addressed in three areas of research with no real consensus: consumer behavior, services marketing and innovation management. Based on this observation, Leclercq, Hammedi and Poncin (2016) propose a definition of co-creation based on an integrative study of the literature published over the past decade: “A joint process during which value is created reciprocally for each of the actors (individuals, organizations or networks). These actors engage in the process by interacting and exchanging their resources. Interactions take place on a platform of engagement where each actor shares its own resources, integrates the resources proposed by other actors, and potentially develops new resources through a learning process”.
Digitalization allows new forms of shopping spaces, the development of data storage platforms but also impacts the daily material life of consumers. Digital media and the Internet of Things thus facilitate permanent interindividual connection and community links. Societal and technological developments allow the emergence of prosumers (producer-consumers), a role that is sometimes driven by companies or sometimes emerging on the sole initiative of the consumer. This massive integration of digital technology into the choices offered to consumers involves them in the value creation process: pre-design (crowdsourcing, co-determination, customization), product design (co-innovation, customization), pricing (monitoring and price setting), communication (creation, voting, etc.), distribution (sponsorship, commercial affiliation), after-sales service (mutual aid forum) (Bonnemaizon et al., 2012).
While researchers in marketing and consumer behavior are studying the role of digital in company/consumer co-creation processes, these studies are still recent and many questions remain unsolved (e.g. Lang et al., 2015; Ross, 2017). In particular, Xie et al (2016) point out that cooperation with consumers could be enhanced by the use of massive data, reflecting many opportunities for marketing practitioners. Many other questions relative to digital transformation that have yet to be answered in terms of collaboration with the consumer are still pending. We may wonder how far it is possible to encourage open-innovation with these engaged consumers, the prosumers. What are the risks for them? What satisfaction can they ‘get’ from this engagement to a co-creation process? To what extent could digital technology not lead to a faster but less engaging co-creation process? Can we identify consumers who are resistant to co-creation in a ubiquitous digital context, as Mani and Shuk (2018) mentioned with regard to the Internet of Things? These issues concern many sectors such as culture (Lang et al., 2015), fashion and clothing (Ross, 2017), the luxury sector (Üçok Hughes et al., 2016), and many others.
The submitted work will reflect many topics (not exhaustive here) and will for example aim to:
- Understand, identify or explain individual reactions, consumer commitment to co-creation through the digital tool, as well as new values attributed to this process.
- Identify the digital transformations of suppliers working with consumers.
- Analyze forms of participation, such as user-generated content.
- Understand the challenges of digital transformation as an opportunity to crowdsource and co-create and co-produce your product or service offer.
- Propose a model of innovation, interpret the new underlying organizational forms.
- Identify the limits of this form of co-creation (staff roles, resistance, etc.).
- Abbes, I., & Troudy, Y. (2017). Co-création de valeur et technologie digitale: quel design pour ces plateformes d’engagement? Le cas du Photomaton 2.0. Management & Avenir, (4), 153-175.
- Bonnemaizon, A., Cadenat, S., Benoit-Moreau, F., & Renaudin, V. (2012). Client «exécutant»,«assistant marketing opérationnel»,«relais» ou «apporteur de solutions»: Dis-moi ce que tu fais, je te dirai qui tu es!. Management & Avenir, (2), 175-193.
- Lang, K., Shang, R., & Vragov, R. (2015). Consumer co-creation of digital culture products: business threat or new opportunity?. Journal of the Association for Information Systems, 16(9), 766.
- Leclercq, T., Hammedi, W., & Poncin, I. (2016). Dix ans de co-création de valeur: une revue intégrative. Recherche et Applications en Marketing (French Edition), 31(3), 29-66.
- Mani, Z., & Chouk, I. (2018). Consumer Resistance to Innovation in Services: Challenges and Barriers in the Internet of Things Era. Journal of Product Innovation Management, 35(5), 780-807.
- Rayna, T., & Striukova, L. (2015). Open innovation 2.0: is co-creation the ultimate challenge?. International Journal of Technology Management, 69(1), 38-53.
- Ross, F. (2017). Co-creation via digital fashion technology in new business models for premium product innovation: Case-studies in menswear and womenswear adaptation. In Advanced fashion technology and operations management (pp. 38-63). IGI Global.
- Üçok Hughes, M., Bendoni, W. K., & Pehlivan, E. (2016). Storygiving as a co-creation tool for luxury brands in the age of the internet: a love story by Tiffany and thousands of lovers. Journal of Product & Brand Management, 25(4), 357-364.
- Xie, K., Wu, Y., Xiao, J., & Hu, Q. (2016). Value co-creation between firms and customers: The role of big data-based cooperative assets. Information & Management, 53(8), 1034-1048.
- Zwass, V. (2010). Co-creation: Toward a taxonomy and an integrated research perspective. International journal of electronic commerce, 15(1), 11-48.
Process and timetable
- 28 février 2019: Submission of the article (4000 words max)
- 31 mars 2019: Notification to the authors
- 30 avril 2019 : Final article and publication
All manuscripts (in English of in French language) should be submitted online at : email@example.com.
Management & Data Science is a scientific and open access journal, supported by the French Association Information and Management AIM. The main topics of the journal concern digital transformation and its influence in management, marketing, information systems, production management, human resources, finance, etc.