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Über dieses Buch

This book introduces readers to co-creation --- a complex, value-based, context-driven and collaborative effort to develop new paradigms, products and services to satisfy human wants. Co-creation is built not only around the perceptions of challenges, cause-and-effect relationships and constraints, but also around available alternatives for dealing with or overcoming those challenges. Co-creation is not about transferring or outsourcing activities, and neither is it about the customization of products and services. This book explains the emergence of the co-creation approach. It describes various models of value creation, as well as different stages and the contract process involved in co-creation. It also explores different types of learning and learning techniques, and how co-creation impacts the learning process. The book allows practitioners and policymakers to understand the processes involved in implementing co-creation in any organization, while also presenting case studies to show how to apply the relevant concepts in their day-to-day activities.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Co-Creation

Abstract
There is a growing concern to deliver value and choice to the consumers with the belief that consumers prefer to exercise and make decisions about their wants. Organizations are working, analyzing, thinking as well as designing various means of meeting consumer needs and demands (Sheth et al. in J Acad Mark Sci 289(1), 55–66, 2000). Co-creation is a medium to improvise innovation and value creation capability in a firm along with fostering customer relationships (Sawhney et al. in J Interact Mark 19(4):4–17, 2005; Prandelli et al. in Calif Manage Rev 48(4):109–35 2006; von Stamm in J Mar 73(5):30–51, 2004). This chapter thoroughly examines all aspects of the co-creation process.
K. B. Akhilesh

Chapter 2. Co-Creation and Learning

Abstract
Co-creation is a learning journey. To implement co-creation in an organization, it is necessary to tag on to collaborative culture (Owen et al. in Strategy Leaders 36(1):39–45, 2008) and the creation of collaborative culture requires creative thinking in solving problems, leadership, knowledge management, institutionalized learning, experiential learning, communication, quality management, and continuous improvement in an organization (Roser et al. in Co-creation: New Pathways to Value—An overview. Promise & LSE Enterprise, London 2013). The learning techniques used in the process are elucidated in this chapter, followed by an elaboration of the same in the next chapter.
K. B. Akhilesh

Chapter 3. Case Studies

Abstract
This chapter includes a detailed study of co-creation principles employed by Pegasus in bringing about organizational changes in three companies—Company-A, Company-B, and Company-C. The methodologies, learning approaches and techniques used by the Pegasus team are highlighted here. An attempt has been made to shed some light on the real-life applications of co-creation.
K. B. Akhilesh

Chapter 4. Co-Creation at Pegasus: A Study Project

Abstract
This project was done to document an overview of ‘co-creation’ at Pegasus Institute for Excellence. Pegasus is a training institution that deals with distinct needs of an organization across diverse industry segments addressing people at all functional levels of an organization. This institute is the first in India to follow the method of OBL to train their participants.
K. B. Akhilesh

Backmatter

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