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PurposeThe purpose of this paper is to make a contribution to co‐creation theory by integrating conceptual insights from the management and marketing literatures that are both concerned with co‐creation phenomena. It aims to develop a reference model for comparing how different organizations organize and manage their co‐creation ventures. It also aims to apply the authors' framework to four distinct cases that illustrate the differences in co‐creation practice within different co‐creation environments.Design/methodology/approachThe authors compare four different companies based on case profiles. Each company is employing its own distinct approach to co‐creating. The authors employ a method mix including literature analysis, structured interviews, document and web site analysis, as well as participation.FindingsThe reference model offers a set of useful dimensions for case‐based inquiry. The case comparisons show how firms may decide to systematise and manage a mix of co‐creation activities within B2B versus B2C contexts, utilising either crowd‐sourced or non‐crowd‐sourced approaches. Further, the case comparisons suggest that there are less differences in B2B versus B2C co‐creation as compared with crowd‐sourced versus non‐crowd‐sourced approaches. Ultimately, implementation decisions in one dimension of co‐creation design (e.g. whom to involve in co‐creation) will affect other dimensions of implementation and governance (e.g. how much intimacy) and thus how co‐creation needs to be managed.Originality/valueThe paper presents case comparisons utilising B2B versus B2C, as well as crowd versus non‐crowd‐sourcing examples of co‐creation and an original decision support framework for assessing and comparing co‐creation choices.

In response to the global fight against environmental deterioration and resource shortage, many governments call on firms to implement green innovation strategies. However, for most small and medium-sized firms, the high cost of green innovation makes it difficult to achieve green goals, causing the need for a growing number of firms to cooperate with their supply chain partners on green innovations. Thus, this study explores, from a value co-creation perspective, how supply chain partners share the investment in, and benefits of, green innovation, assuring their long-term cooperation. Based on a three-level manufacturing supply chain, this paper proposes three different types of green co-creation strategies (i.e., the manufacturer and its supplier, the manufacturer and its competitor, the manufacturer and its retailer). We set the mechanism of co-creation to share the cost of green investment and consider the impact of co-creation on the sales of supply chain partners. Then, by constructing the value functions of three co-creation strategies and proving the concavity of these functions, the findings indicate that different co-creation strategies can indeed improve the firm&rsquo ; s profit in a certain range and achieve a different maximum value in a certain green investment sharing point. This study enriches the literature on green co-creation in supply chains by combing green investment sharing strategies among supply chain partners with value co-creation. In addition, this study provides manufacturers with guidelines on how to share green costs and choose a green co-creation strategy in different operational environments.

Abstract
Mit dem Verfügbarwerden und der Omnipräsenz von digitalen Medientechnologien erschlossen sich neue Möglichkeiten, diese in unterschiedliche Kontexte des Kulturmanagements zu integrieren. In den letzten Jahren war der Trend zu beobachten, Apps für entsprechende Kulturangebote zu entwickeln - sei es im Kontext kulturvermittelnder Einrichtungen oder im Kontext der Künstler- und Küstlerinnenvermarktung. Zentral ist dabei stets die Möglichkeit zur Interaktion mit (potentiellen) Kunden und Kundinnen, auch vor Ort, was bis zu einem gewissen Grad die Integration dieser in die Leistungserstellung ermöglicht. Vor diesem Hintergrund greift der vorliegende Beitrag eine App aus dem populärmusikalischen Bereich heraus. Konkret handelt sich dabei um die Funktion Handy-Lightshow der offiziellen App der Schlagersängerin Helene Fischer, die das Einbeziehen der Konzertbesucher und Konzertbesucherinnen in die Konzertdramaturgie ermöglicht. Durch das Ausrichten des Smartphonedisplays Richtung Bühne werden über akustische Signale der Musik, Farbe und Helligkeit des Smartphonedisplays gesteuert, sodass ein 'Lichtermeer' entsteht.
Der Beitrag nimmt vor dem theoretischen Hintergrund des Customer-Experience-Managements (CEM) eine Einordnung vor und diskutiert die Frage, inwiefern diese Teilfunktion der App neue Möglichkeiten für das CEM in Form von Co-Creation-Prozessen in Livemusikkonzerten bietet. Die Bedeutung der präsentierten App- Funktion für das CEM liegt demnach vorrangig in der Möglichkeit, ein Konzertelement - die Light-Show - erlebnisorientiert mitzugestalten, welches normalerweise für Konzertbesucher und Konzertbesucherinnen nicht greifbar und nicht mitgestaltbar ist.

Intro -- Vorwort -- Inhaltsverzeichnis -- Kulturpolitik und Kulturbetriebe im Zeitalter der Digitalität -- Zusammenfassung -- 1 Zur Begriffsklärung: Von der Technologie der Digitalisierung zur Kultur der Digitalität -- 2 Kulturpolitik und Kulturbetriebe - zwei träge Systeme in dynamischem gesellschaftlichem Umfeld? -- 3 Die Herausforderung: Neue Spielräume eröffnen, statt vordergründig alte Strukturen alimentieren -- 4 Die Reformpraxis: Relevanz durch konzeptbasierte Kulturpolitik und professionelles Veränderungsmanagement in den Kulturbetrieben -- Literatur -- Über die (Un-)Möglichkeit Co-Creation zu managen -- Zusammenfassung -- 1 Verlust der Deutungshoheit -- 2 Co-Creation als neues Managementkonzept -- 3 Co-Creation im Kultursektor -- 4 Co-Creation und Digitalität im Kultursektor -- Literatur -- Empirisch begründete Kooperationstypen zur Fundierung der interaktiven Wertschöpfung im Kulturbereich -- Zusammenfassung -- 1 Ausgangslage und Gegenstand der interaktiven Wertschöpfung -- 2 Gang der Untersuchung und theoretischer Bezugsrahmen -- 3 Zentrale Ergebnisse der empirisch begründeten Typenbildung -- 4 Implikationen für das Kulturmarketing in Theorie und Praxis -- Literatur -- Voraussetzungen für und Herausforderungen von Co-Creation mit digitalen Museumssammlungen -- Zusammenfassung -- 1 Einleitung -- 2 Unterschiedliche Definitionen von Co-Creation -- 3 Contest und Community: Unterschiedliche Zugänge schaffen und neue Narrative zulassen -- 4 Contest: Design-Awards und Hackathons -- 5 Community: Crowdsourcing -- 6 Open Access und qualitätvolle Daten -- 7 If you build it, they will come? Erfolgsmessung von Co-Creation -- Literatur -- Social Media auf der Bühne -- Zusammenfassung -- 1 Einleitung -- 2 Eine Erlebniswende im Theater? -- 3 Ist das Publikum tot? -- 4 Die Mitgestaltung von de/zentralen Erfahrungen.

PurposeThe purpose of this paper is to draw attention to the diverse strands that underpin the still emerging concept of co‐creation. The paper aims to suggest that there are alternative views rooted in psychotherapy, critical theory, software development and design that can help provide a richer understanding of the meaning of co‐creation.Design/methodology/approachThe paper is a general review of the field based on the literature and the different strands that comprise it.FindingsCo‐creation is often seen from a managerial perspective. In this general review of the concept, the authors demonstrate that co‐creation can also be seen from the perspective of consumers and other stakeholders. This also shifts the idea of co‐creation away from a strongly rational approach to one that is more spontaneous and playful.Practical implicationsThe review focuses primarily on consumers and how they can be encouraged to collaborate with one another to meet their needs for socialisation and meaning making and how organizations can influence and use the insights of co‐creation.Originality/valueOver the past decade there has been a rapidly growing interest in co‐creation, but much of the research focuses on the creation and management of online communities. By recognising the antecedents of managerial co‐creation and its diverse heritage, it is possible to see the concept as a development of other practices. By drawing on these practices, it is possible to look at co‐creation in a new light.

With its conceptual origins in marketing, design, and education, co-creation also has analogues in the fields of science and museology. Reviewing its development in these different disciplines highlights some common challenges (e.g., power relations) and benefits (e.g., joint knowledge production, critical thinking, and shared investment). Aligning this overview with conceptual models such as Arnstein's ladder of citizen participation and Bakhtin's carnival theory we aim to further inform the development of co-creation broadly within science communication.

Co-creation in all its forms – including participatory design, collaborative design, and co- design is continually an enduring theme at recent DRS Conferences, receiving a large number of submissions. Design researchers increasingly collaborate and co-create with other fields such as healthcare, engineering, political science, social sciences and with a wide variety of societal stakeholders and issues such as wellbeing, in addition to addressing developments such as networked, embedded and intelligent technologies. How can design research engage with people, other fields and support new interdisciplinary ways of working?

Today's large flows of information create new challenges for government administrations. In the age of social media, it is not surprising, given the real-time nature of social media outlets that government agencies as well as non-governmental organisations use these means to ensure immediate awareness in cases of breaking events, such as natural disasters or terrorist attacks. However, along with valid information misinformation has been found to be transmitted in social media even during crisis and emergency situations. Misinformation is a common problem in all media, but is exacerbated in digital social media due to the speed and ease with which it can be spread. Furthermore, at this speed, providing countervailing corrective information in a timely manner is even more challenging. The social web enables people to spread information rapidly without confirmation of truth. Digital disruption through misinformation highlights the need for national governments to create an inclusive, transparent and accountable digital sphere to address this phenomenon. The main challenges and potential solutions for governments and citizens are examined in this report by ICA, eGovlab of Stockholm University, the Open University in UK and the OECD.