Product Information:-

  • Journals
  • Books
  • Case Studies
  • Regional information
Request a service from our experts.

Innovation and Co-creation Process in Service Enterprises: Implications for Process Management and Service Development

Special issue call for papers from Business Process Management Journal

Innovation and Co-creation Process in Service Enterprises: Implications for Process Management and Service Development.
Special Issue Call for Papers from Business Process Management Journal.

Guest Editor
Dr John McManus

Empirical research suggests that innovation and process design are relevant to the market success of new services (Botten and McManus, 1999, Bosworth and Collins, 2003, Agarwal and Selen 2011, McManus and Ardley, 2019). Much of the literature in this research stream has been focused independently on innovation, service orientation or service design, but little of the literature has investigated the linkages between innovation, service orientation, and co-creation processes. To emphasise innovation within service enterprises is widely recognised amongst business practitioners as a driver to gaining and sustaining competitive advantage. Yet, the literature on service management and innovation has shed little light on the co-creation process - and how this effects or drives innovation in services enterprises. Only in recent times has the literature started to address the role of co-creation in taking on business opportunity and related innovation activities (Prahalad and Ramaswamy, 2000, 2004, and De Vries, 2006). More than anywhere else, attention has been focused on technology firms, and the contribution of these firms to innovation, process diversification and market growth (Abreu, 2010).

Evidence would suggest service enterprises are placing new knowledge at the core of their strategies, especially knowledge related to co-creation, knowledge of innovation and service design, (Kindstrom 2010). In this context, the question of co-creation raises some overarching questions for the service enterprises. Namely:

1.    Are innovation and co-creation processes (as taught in the management literature) suitable for service enterprises?
2.    Do organisations with special interests, especially those in technology sectors, call for different approaches when designing and implementing technology and innovation management co-creation systems?
3.    What factors affect the way service enterprises set up their co-creation value processes? Do these enterprises behave similarly to other enterprises in their respective industries? If not, why?
4.    To what extent do service enterprises adopt co-creation process beyond their specific value chains to develop and access new methods of working, acquire new technical capabilities, and implement innovation in products and processes? For instance, are they in touch with other types of enterprises to access technologies and new markets?

In this Special Issue, we seek to focus on the innovation activities and co-creation processes within service enterprises and the effect of co-creation in organisations both within their respective markets and beyond. We wish also to investigate whether service enterprises take a role in influencing customer initiatives to drive innovation.



More specifically, this Special Issue seeks both theoretical and empirical academic papers that may address, but are not limited to, the following list of potential topics:
- The role of service design in co-creation
- The role of business process management in co-creation
- Co-creation the management of today’s and tomorrow’s consumers
- Collaborative consumption and co-creation
- Co-creation and the sharing economy
- Leveraging co-creation for strategic competitiveness
- Leveraging the potential of co-creation in an expanding consumer economy
- Entrepreneurship, Innovation, and sustainable co-creation process
- How does co-creation transformation through innovation leverage performance?
- How can innovation help co-creation onto a prolonged business trajectory?
- To what extent does customer empowerment influence co-creation?
- What is the future of co-creation in a shared economy?

Important Dates

•    Submission Deadline: 30 October 2019
•    Notification of acceptances/Revisions: 30 January 2020
•    Returned Revisions: 30 March 2020
•    Publication Date: expected by October 2020

Guidelines on Paper Submission


The papers submitted for this BPMJ Special Issue will initially be desk reviewed by the Guest Editor and when found suitable, it will be assigned for rigorous review by a qualified team of academicians. Successful papers in this Special Issue should demonstrate strong academic discourse combined with robust methodological approach will be considered during the peer review processes.

Submissions to BPMJ are made using ScholarOne Manuscripts, the online submission and peer review system. Registration and access is available at:

All submitted papers are expected to fully comply with BPMJ standards and are subject to regular review procedures. Papers should be 8,000 words in length and should not have been published previously nor be currently under consideration for publication elsewhere in any other format (print or electronic). For detailed author guidelines, please visit:
For all additional information, contact the Guest Editor, Prof. Dr John McManus, at [email protected] 



Abreu, M., Grinevich, V., Kitson, M., and Savona, M, (2010), Policies to enhance the hidden innovation in services: Evidence and lessons from the UK, The Service Industries Journal, 30(1), pp 99–118
Agarwal, R., and Selen, W. (2011) Multi-dimensional nature of service innovation operationalisation of the elevated service offerings construct in collaborative service organisations. International Journal Production Management, 31(11) pp 1164–1192
Botten, N. and McManus, J. (1999), Competitive strategies for service organisations, West Lafayette, Ichor Business Books.
Bosworth, B. and Collins, S. (2003), The empirics of growth: An update, Brookings Institution and Georgetown University.
De Vries, E. (2006), Innovation in services in networks of organizations and in the distribution of services, Research Policy, 35(7), pp 1037–1051
Kindstrom, D. (2010), Towards a service-based business model: key aspects for future competitive advantage, European Management Journal, Vol. 28 No. 6, pp 479-90.
McManus, J. and Ardley, B. (2019) Innovation and Co-Creation Process within a Service Context: A Matter of Choice or Necessity? Journal of Business and Management, Vol 7, pp 25-42.
Pieters, Maarten; Jansen, Stefanie (2017), The 7 Principles of Complete Co-creation. Amsterdam: BIS Publishers.
Prahalad, C.K., Ramaswamy, V, (2000), Co-Opting Customer Competence, Harvard Business Review, January/February.
Prahalad, C. K., and Ramaswamy, V, (2004), Co-creation experiences: The next practice in value creation, Journal of interactive marketing, 18(3), pp 5-14.