Innovations management directed on the value co-creating in the scope of partner relationships

All enterprises are located in a specific environment, whose elements have a significant impact on their functioning and development. Enterprises create products that meet customer needs. In return, customers provide economic value, information, knowledge and experience. Therefore, there are constant interactions between enterprises and elements of the environment (clients), which should be rationally managed to maintain the necessary balance. Enterprises should react to turbulent changes in the environment by introducing internal changes. These changes take the form of innovations that provide specific value for customers. Customers must be included in the process of co-creating innovation. Shaping mutual relations should have a model character. Innovation activities must be managed in a manner similar to the management in the case of other functional areas of an enterprise. Managers' attention should be focused not only on creating product and process innovations, but also on managerial innovations aimed at creating social innovation capital and an innovative experience environment. It is about strengthening the market position of the enterprise through rational innovation management. In practice, there is a significant gap between the postulated state and reality. That is why the purpose of the publication is to try to find an answer to the general question: can innovation management be conducive to strengthening the market position of anenterprise?

Bibliografia/References

Arendra, P., Putri, K. A., Rumamby, I. i Mericia, R. (2018). Analysis Influence of Knowledge Management on Innovation and Performance of Organization. International Journal of Recent Engineering Research and Development, 03(04).

Barbaroux, P. (2012). Identifying collaborative innovation capabilities within knowledge-intensive enviroments. European Journal of Innovation Management, 15(2). DOI: 10.1108/14601061211220995.

Baruk, A. (2019). The effect of consumers' ethnocentric attitudes on their willingness for prosumption. Heliyon, 5. https://doi.org/10.1016/j.heliyon.2019.e02015

Baruk, J. (2010). Wybrane aspekty zarządzania innowacjami i przez innowacje. W: Budowa współpracy nauki z biznesem. Warszawa: Instytut Badań nad Demokracją i Przedsiębiorstwem Prywatnym.

Baruk, J. (2014). Zarządzanie wiedzą i innowacjami. Toruń: Wydawnictwo Adam Marszałek w Toruniu.

Baruk, J. (2018). Knowledge and innovations as factors of organizational development — an integrated approach. Marketing of Scientific and Research Organizations, 3(29). DOI: 10.14611/minib.29.09.2018.12.

Baruk, J. (2020). Miejsce innowacji marketingowych w polityce rozwojowej organizacji. Marketing i Rynek, (2). DOI 10.33226/1231-7853.2020.2.1

Buchel, B., Nieminen, L., Armbruster-Domeyer, H. i Denison, D. (2013). Managing stakeholders in team-based innovation. The Dynamics of knowledge and trust networks. European Journal of Innovation Management, 16(1). DOI: 10.1108/14601061311292841.

Chernetska, D. (2017). Expanding Frontiers of Customer Knowledge Management to Sustain Competitive Advantage: The Mediating Role of Predictive Analytics. Eurasian Journal of Business and Management, 5(1).

Dellaert, B. G. C. (2019). The consumer production journey: marketing to consumer as co-producers in the sharing economy. Journal of the Academy of Marketing Science, 47. https://doi.org/10.1007/s11747-018-0607-4 DOI: 10.15604/ejbm.2017.05.01.001.

Das, P., Verburg, R., Verbraeck, A. i Bonebakker, L. (2018). Barriers to innovation within large financial services firms. European Journal of Innovation Management, 21(1). DOI: 10.1108/EJIM-03-2017-0028.

Dołhasz, M., Fudaliński, J, Kosala, M. i Smutek, H. (2009). Podstawy zarządzania. Koncepcje — strategie — zastosowania. Warszawa: Wydawnictwo Naukowe PWN.

Griffin, R. W. (2007). Podstawy zarządzania organizacjami. Warszawa: Wydawnictwo Naukowe PWN.

Główny Urząd Statystyczny. (2019). Działalność innowacyjna przedsiębiorstw w latach 2016-2018. Warszawa, Szczecin: Główny Urząd Statystyczny.

Heij, C. V., Volberda, H. W., Van den Bosch, F. A. J. i Hollen, M. A. (2020). How to leverage the impast of R&D on product innovation? The moderating effect of management innovation. R&D Management, 50(2).

Kim, J. i Choi, H. (2019). Value co-creation through social media: a case study of a start-up company. Journal of Business Economics and Management, 20(1). https://doi.org/10.3846/jbem.2019.6262.

Korhonen, J. J. (2017). Stratify: Strategic Innovation Framework for Young Companies. http://platformvaluenow.org/wp-content/uploads/2016/12/Thu3.1.3_Korhonen.pdf (25.04.2020).

Lee, Ch. W. i Hidayat, N. (2018). The Influence of Knowledge Sharing on Service Innovation Performance: An Empirical Study on Hotel In North Borneo, Indonesia. Eurasian Journal of Business and Management, 6(2). DOI: 10.15604/ejbm.2018.06.02.003.

Lee, S. M., Olson, D. I. i Trimi, S. (2012). Co-innovation: convergenomics, collaboration, and co-creation for organizational value. Management Decision, 50(5). DOI 10.1108/00251741211227528.

Odetunde, O. J. (2019). Employee Innovation Process: An Integrative Model. Journal of Innovation Management, 7(3). DOI: https://doi.org/10.24840/2183- 0606_007.003_0003.

OECD/European Communities. (2005). Podręcznik Oslo. Zasady gromadzenia i interpretacji danych dotyczących innowacji. Wydanie polskie: MNiSzW. Warszawa 2008.

OECD/Eurostat. (2018). Oslo Manual 2018. Guidelines for collecting, reporting and using data on innovation. OECD Publishing, Paris/Eurostat, Luxembourg. https://doi.org/10.1787/9789264304604-en.

Piligrimiene, Z., Dovaliene, A. i Virvilaite, R. (2015). Consumer Engagement in Value Co-Creation: what Kind of Value it Creates for Company? Inzinerine Ekonomika-Engineering Economics, 26(4). http://dx.doi.org/10.5755/j01.ee.26.4.12502

Prahalad, C. K. i Krishnan, M. S. (2010). Nowa era innowacji. Warszawa: Wydawnictwo Profesjonalne PWN.

Prahalad, C. K. i Ramaswamy, V. (2005). Przyszłość konkurencji. Warszawa: PWE.

Romanowska, M. i Dworzecki, Z. (2001). Teoria i praktyka zarządzania. W: M. Romanowska (red.), Podstawy organizacji i zarządzania (13–34). Warszawa: Difin.

Schippers, M. C., West, M. A. i Dawson, J. F. (2012). Team Reflexivity and Innovation: The Moderating Role of Team Context. Journal of Management, XX(X). DOI: 10.1177/0149206312441210.

Shaw, E., O'Loughlin, A. i McFadzean, E. (2005). Corporate entrepreneurship and innovation part 2: a role — and process — based approach. European Journal of Innovation Management, 8(4). DOI 10.1108/14601060510627786.

Stefanowska Ceravolo, L. i Polenakovikj, R. (2016). Generations of innovation models and their characteristics — towards creating a new innovation model. Prague: International Conference on Innovative Technologies, In-Tech.

Świadek, A. (2017). Krajowy system innowacji w Polsce. Warszawa: CeDeWu.

Waters, D. (2001). Zarządzanie operacyjne. Towary i usługi. Warszawa: Wydawnictwo Naukowe PWN.

Wiechoczek, J. i Kieżel, M. (2018). Zaangażowanie (się) konsumentów a kształtowanie innowacji w sferze produktu i komunikacji marketingowej. Studia Ekonomiczne. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Katowicach, (357).