Innovating for Trust
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Innovating for Trust

Edited by Marika Lüders, Tor W. Andreassen, Simon Clatworthy and Tore Hillestad

This book adopts a multidisciplinary approach to innovation, and argues that because innovation is always risky business, trust is an essential premise and outcome of successfully designing, developing and finally launching innovations. Each part of the book encompasses a different aspect of innovating for trust. It begins with the notion of trust, before covering the importance of trust in future thinking, business model innovation, service design, co-creation, the innovative organization and self-service technologies. It concludes with the importance of trust in commercializing innovations.
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Chapter 18: Co-creation for innovation: why do customers get involved?

Dimitra Chasanidou and Amela Karahasanović


Dimitra Chasanidou and Amela Karahasanović 18.1 INTRODUCTION In the previous two chapters, trust implications of co-creation services and trust-related issues of co-creation websites were discussed from the company’s perspective. As explained in Chapter 17, companies as trustees want to ensure they can be trusted by their customers. Furthermore, innovation managers need more knowledge about antecedents and effects of trust in the complex web of relationships among firms, employers, employees and customers. Building trust is considered an important attribute both in offline and online communities (Ardichvili et al., 2003; Lampel and Bhalla, 2007; Ridings et al., 2002). In online communities, trust is seen as one of the major motivations for information exchange and willingness to collaborate (Ardichvili et al., 2003; Ridings et al., 2002). Companies employ innovation platforms, such as co-creation websites, crowdsourcing and open innovation platforms, in order to involve customers in service innovation processes either in short- or long-term activity. Examples of such platforms, initiated by large companies, are the ‘LEGO Ideas’ by LEGO, ‘Simply Innovate’ by Philips and ‘Pearlfinder’ by Beiersdorf. Although these platforms make customer involvement ‘technically easier’ in service innovation, companies miss the customers’ perspective on how to unlock the antecedents of customer participation and understand better their challenges and experiences with the platform. Co-creation websites, open innovation and crowdsourcing platforms have many similarities, yet an integrating definition has been proposed only for the latter. Estellés-Arolas and González-Ladrón-de-Guevara (2012) describe crowdsourcing as: a type of participative online activity in which . . . a company proposes...

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