Table of Contents

Managing Emerging Technologies for Socio-Economic Impact

Managing Emerging Technologies for Socio-Economic Impact

Science, Innovation, Technology and Entrepreneurship series

Edited by Dimitris G. Assimakopoulos, Ilan Oshri and Krsto Pandza

The development of emerging technologies demands a rapidly expanding knowledge base and intensive collaboration across organizational, institutional and cultural borders. This book is the first of its kind to focus on the management of key emerging technologies and their social and economic impact in Europe. Split into four parts, across seventeen chapters, the scholars offer multiple levels of analysis concerning the management of emerging technologies across various sectors ranging from nanotechnology, renewable energy and cloud computing to synthetic biology and particle therapy for cancer.

Chapter 15: Engaging users in value co-creation activities

Darius Pacauskas

Subjects: business and management, knowledge management, organisational innovation, innovation and technology, knowledge management, organisational innovation, technology and ict


Have you ever thought that customers will start creating products for themselves and will buy them afterwards? It sound unrealistic, but it is the truth. Do not get this wrong. Excited consumers are not breaking into factories, kicking out current workers and doing the manufacturing jobs themselves. Instead, they are giving a hard time to research and development departments, while identifying their needs, designing product prototypes, searching for bugs, providing technical support and advertising the product. This phenomenon, called ‘value co-creation’, entails companies approaching their clients, while clients provide a proper solution. For example, car enthusiasts and fans of Audi designed their own future infotainment systems (Füller et al., 2004). However, sending letters, hanging posters or just screaming in the streets are not very effective ways when we want to approach as many people as possible.

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