Strategies for business model innovation through external Co-creation
DOI:
https://doi.org/10.24215/23143738e161Keywords:
co-creation, business models, innovation programsAbstract
This study follows the Action Research approach and presents an innovation program based on co-creation, implemented in six companies in Barranquilla, Colombia. The objective was to improve process management in business model innovation. The scope of the research covered the diagnosis of the companies' current state, the design of co-creation programs, and their implementation through the generation of ideas and proposals for new business models. During the first six weeks, data was collected through a business diagnosis and an analysis of the business context, based on user observation and external interviews. In the last four weeks, ideas were generated and validated. The program resulted in the creation of a new portfolio of products and services for the six companies, along with a new business model architecture. These innovation programs foster the development of dynamic capabilities through collaborative projects, while external collaboration with business model partners provides an objective perspective in identifying problems, opportunities, and improvements. The practical implication is that these programs help companies understand their level of innovation maturity and their potential for business innovation.
Downloads
References
Amit, R. y Zott, C. (2012). Creating value through business model. MIT Sloan Management Review, 53(3), 41-49.
Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2-3), 354-363. https://doi.org/10.1016/j.lrp.2009.07.010
Chesbrough, H. y Bogers, M. (2014) Explicating open innovation: Clarifying an emerging paradigm for understanding innovation. En H. Chesbrough, W. Vanhaverbeke y J. West (Eds.), New Frontiers in Open Innovation (pp. 3-28). Oxford University Press.
Christensen, C. y Raynor, M. (2003). The Innovator's solution: Creating and sustaining successful growth. Harvard Business Review Press.
De Anca, C. y Aragón, S. (2014). Diversity and tribal thinking in the collaborative organization. En Reinventing the company in the digital age (pp. 175-194). BBVA, OpenMind.
Doorneweert, B. y Vanhaverbeke, W. (4 de noviembre de 2015). Business model design through partnerships. LinkedIn. https://www.linkedin.com/pulse/business-model-design-through-partnerships-bart-doorneweert/?trk=hp-feed-article-title-publish
Doz, Y. L. y Kosenen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2/3), 370-382.
Gray, D., Brown, S. y Macanufo, J. (2010). Gamestorming: A Playbook for innovators, rule breakers, and changemakers. O´ReillyMedia.
Maurya, A. (2012). Running Lean. Iterate from Plan A to a Plan That Works. O´Reilly Media Inc.
Ojasalo, K., Koskelo, M. y Nousiainen, A. K. (2015). Foresight and service design boosting dynamic “capabilities in service innovation”. En R. Agarwal, W. Selen, G. Roos y R. Green (Eds.), The Handbook of Service Innovation (pp. 193-212). Springer.
Osterwalder, A. y Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons.
Osterwalder, A., Pigneur, Y., Bernarda, G. y Smith, A. (2014). Value proposition design: How to create products and services customers want. John Wiley & Sons, Inc.
Osterwalder, A., Pigneur, Y., Etiemble, F. y Smith, A. (2020). La empresa invencible: Las estrategias de modelos de negocios de las mejores empresas del mundo. Empresa Activa.
Sawhney, M., Wolcott, R. y Arroniz, I. (2007). The Twelve Different Ways for Companies to Innovate. MIT Sloane Management Review, 47(3), 75-81.
Sund, J. K., Bogers, M., Villarroel, J. A. y Foss, N. J. (2016). Managing Tensions Between New and Existing Business Models. MIT Sloane Management Review, 57(4), 8-10.
Tidd, J. y Bessant, J. (2014). Managing Innovation: Integrating Technological, Market and Organizational Change. (5º ed.). John Wiley.
Van Der Pijl, P., Lokitz, J. y Solomon, L. K. (2016). Design a Better Business: New tools, skills, and mindset for strategy and innovation. John Wiley & Sons, Inc.
Vanhaverbeke, W., Vermeersch, I. y De Zutter, S. (2012). Open innovation in SMEs: How can small companies and start-ups benefit from open innovation strategies? Flanders DC.
Vargo, S. L. y Lusch, R. F. (2008). Service-dominant logic: continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1-10. https://doi.org/10.1007/s11747-007-0069-6
Vargo, S. L. y Lusch, R. F. (2016). Institutions and axioms: An extension and update of service-dominant logic. Journal of the Academy of Marketing Science, 44, 5-23. https://doi.org/10.1007/s11747-015-0456-3
Additional Files
Published
Issue
Section
License
Copyright (c) 2025 Joaquim Jose Carvalho Proenca
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
Those authors who have publications with this journal, agree with the following terms:
a. Authors will retain its copyright and will ensure the rights of first publication of its work to the journal, which will be at the same time subject to the Creative Commons Atribución-NoComercial-CompartirIgual 4.0 Internacional (CC BY-NC-SA 4.0) allowing third parties to share the work as long as the author and the first publication on this journal is indicated.
b. Authors may elect other non-exclusive license agreements of the distribution of the published work (for example: locate it on an institutional telematics file or publish it on an monographic volume) as long as the first publication on this journal is indicated,
c. Authors are allowed and suggested to disseminate its work through the internet (for example: in institutional telematics files or in their website) before and during the submission process, which could produce interesting exchanges and increase the references of the published work. (see The effect of open Access)
