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Social Innovation and Interactive Value Creation as Strategic Demand for Management

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Strategies and Communications for Innovations

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Abstract

The terms “open innovation” and “interactive value creation” have become guiding metaphors in the international academic debate and also in day-to-day business. On the one hand, they stimulate a paradigmatic development that involves increasing integration of the external knowledge of various different groups of actors (such as joint venture partners, companies, customers, supplier, universities, etc.). On the other hand, the two terms also characterize a set of specific internet-based methods integrating information about needs of customers. Enterprise 2.0 represents corporate and management structures that are specially designed to suit these two perspectives. They are based on a new understanding of innovation into which they feed new management practices. Management innovation and innovation management are clearly two sides of the same coin.

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Notes

  1. 1.

    Please note the term “customer” is equated with “buyer” and above all, with users of output. “Company” means “supplier,” primarily a manufacturer of output. In business-to-business transactions a customer/user can also be a company. Output can be defined either as a material product or a service. When talking about interactive value creation, however, output is often also a product/service package.

  2. 2.

    However this has not been reflected in improved research funding allocations for the social sciences to date either at the international or national level.

  3. 3.

    These considerations start from a criticism of the technological determinism of a linearly sequential understanding of innovation and, in contrast, refer explicitly to Gibbons’ statements concerning “mode 2”.

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Acknowledgments

This article is partly based on the results within the integro project (Integrated Innovation, Knowledge and HR Management in Companies and Innovation Networks of the High-Tech Industry; www.innovationsarbeit.de). The project is funded by the German Ministry of Education and Research and the Social Fund of the European Union. The project is administered by the Work Design and Services Project Sponsorship Unit of the German Aerospace Centre (DLR). The author thanks Prof. F. Piller (RWTH Aachen) and Prof. R. Reichwald (TU München) for their impact and feedback on this paper.

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  1. Sozialforschungsstelle Dortmund, ZWE der TU Dortmund, Evinger Platz 17, 44339, Dortmund, Germany

    Ralf Kopp

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Correspondence to Ralf Kopp .

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  1. School of Engineering and Science, Systems Management, Internat. Logistics, Jacobs University Bremen, Campus Ring 1, Bremen, 28759, Germany

    Michael Hülsmann

  2. School of Engineering and Science, Systems Management, Internat. Logistics, Jacobs University Bremen, Campus Ring 1, Bremen, 28759, Germany

    Nicole Pfeffermann

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Kopp, R. (2011). Social Innovation and Interactive Value Creation as Strategic Demand for Management. In: Hülsmann, M., Pfeffermann, N. (eds) Strategies and Communications for Innovations. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-17223-6_6

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