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Title: Exploring consumers' motivations to engage in innovation through co-creation activities
Authors: Roberts, Deborah
Hughes, Mathew
Kertbo, Kia
Issue Date: 2014
Publisher: © Emerald
Citation: ROBERTS, D., HUGHES, M. and KERTBO, K., 2014. Exploring consumers' motivations to engage in innovation through co-creation activities. European Journal of Marketing, 48 (1), pp.147-169.
Abstract: PURPOSE. This paper aims to explore what factors motivate consumers to engage in co-creation innovation activities. The authors propose that motivations differ across types of activities, whether working independently, as part of a community or directly with the firm. They offer theoretical explanations as to why this might be the case. DESIGN/METHODOLOGY/APPROACH. Adopting an exploratory research design, the study consists of a series of online interviews with participants in the gaming and video games industry. FINDINGS. Motivations appear to differ across types of co-creation efforts. Innovating independently of the firm appears to be driven by egocentric motives; innovating as part of a community appears to be driven by altruistic motives; and innovating directly in collaboration with the firm appears to be driven by opportunity- (or goal-)related motives. PRACTICAL IMPLICATIONS. Understanding the factors that motivate consumers to engage in co-creation activities enables firms to strategically manage their co-creation relationships and innovation processes. ORIGINALITY/VALUE. The study shows that although motivations diverge across types of co-creation activities, a set of common motivators exist that underpin engagement regardless of the form of co-creation. However, these overarching motivators differ in how they can be successfully used towards co-creation. The study draws on theories of extrinsic and intrinsic motivation, tension-reducing, self-efficacy and expectancy theories, to explain why differences persist. This enables researchers to consider how value might be optimised across varying forms of co-creation, and build better studies into the management and performance implications of consumer value co-creation.
Version: Accepted for publication
DOI: 10.1108/EJM-12-2010-0637
URI: https://dspace.lboro.ac.uk/2134/26356
Publisher Link: https://doi.org/10.1108/EJM-12-2010-0637
ISSN: 0309-0566
Appears in Collections:Published Articles (Business School)

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