The meanings of co‐creation

TLDR

Co‑creation has attracted growing interest over the past decade, yet most research concentrates on online community creation and management. This paper aims to highlight diverse theoretical strands—psychotherapy, critical theory, software development, and design—to enrich understanding of the emerging concept of co‑creation. The authors conduct a literature‑based review of the field, synthesizing its various strands. The review demonstrates that co‑creation, traditionally seen from a managerial lens, can also be understood from consumer and stakeholder perspectives, moving it toward a spontaneous, playful approach and offering practical ways for consumers to collaborate and for organizations to leverage these insights.

Abstract

Purpose The purpose of this paper is to draw attention to the diverse strands that underpin the still emerging concept of co‐creation. The paper aims to suggest that there are alternative views rooted in psychotherapy, critical theory, software development and design that can help provide a richer understanding of the meaning of co‐creation. Design/methodology/approach The paper is a general review of the field based on the literature and the different strands that comprise it. Findings Co‐creation is often seen from a managerial perspective. In this general review of the concept, the authors demonstrate that co‐creation can also be seen from the perspective of consumers and other stakeholders. This also shifts the idea of co‐creation away from a strongly rational approach to one that is more spontaneous and playful. Practical implications The review focuses primarily on consumers and how they can be encouraged to collaborate with one another to meet their needs for socialisation and meaning making and how organizations can influence and use the insights of co‐creation. Originality/value Over the past decade there has been a rapidly growing interest in co‐creation, but much of the research focuses on the creation and management of online communities. By recognising the antecedents of managerial co‐creation and its diverse heritage, it is possible to see the concept as a development of other practices. By drawing on these practices, it is possible to look at co‐creation in a new light.