The paper focuses on virtual brand community (VBC) as new management tool for open innovation. Existing research on the intersection between brand communities and innovation management shows how the knowledge of the brand communities’ members and their engagement in product-related discussions represent a relevant source of innovation for the companies. However, how do companies implement open innovation through the VBC and how do they implement purposeful practices represent an unexplored research area. By adopting a value-oriented perspective of open innovation, this study interprets the VBC as a co-creation space where undertaking opportunity identification and resource mobilization for value creation and value capture. The paper presents a single case study of a multinational company operating in the semiconductor industry that has recently implemented a VBC as a tool for peer-to-peer support and knowledge sharing. Results show the features of this VBC and the set of practices designed to realize the open innovation strategies. By adopting an open innovation perspective, the article presents a model of VBC as a collaborative space for innovation. For practitioners, the article provides evidences and insights about the use of VBC to support the implementation of open innovation strategies.
Implementing open innovation through virtual brand communities: A case study analysis in the semiconductor industry
Elia G.
;Messeni Petruzzelli A.;
2020-01-01
Abstract
The paper focuses on virtual brand community (VBC) as new management tool for open innovation. Existing research on the intersection between brand communities and innovation management shows how the knowledge of the brand communities’ members and their engagement in product-related discussions represent a relevant source of innovation for the companies. However, how do companies implement open innovation through the VBC and how do they implement purposeful practices represent an unexplored research area. By adopting a value-oriented perspective of open innovation, this study interprets the VBC as a co-creation space where undertaking opportunity identification and resource mobilization for value creation and value capture. The paper presents a single case study of a multinational company operating in the semiconductor industry that has recently implemented a VBC as a tool for peer-to-peer support and knowledge sharing. Results show the features of this VBC and the set of practices designed to realize the open innovation strategies. By adopting an open innovation perspective, the article presents a model of VBC as a collaborative space for innovation. For practitioners, the article provides evidences and insights about the use of VBC to support the implementation of open innovation strategies.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
