New product co-creation through practice-based innovation: a case study

In the face of increasing competition, the capacity of an organization to acquire knowledge from the outside has become fundamental in the development of new products that can satisfy customer’s demands. Pertinent literature on the topic has stressed the ways in which an organization should practice social product development, allowing for the inclusion of all types of stakeholders in idea generation, selection, validation, and commercialization. Notwithstanding the opportunities offered by social product development, the ways in which an organization could manage this approach, along with the types of knowledge needed, still remain largely unexplored research fields. Moving on from these premises, this study examines how organizations can use different sources of knowledge via ambidextrous habits of exploitation and exploration, according to practice-based innovation, to sustain social product development.