Abstract
In free markets, firms are in a constant competition with each other. This competition has only been strengthened by processes such as globalization with its emerging markets, and the knowledge society with its empowered and more informed customers. Therefore, firms should pursue strategies to keep themselves competitive in such challenging markets. One such strategy can be found in co-creation. Allegedly, co-creation will lead to enhanced value creation and innovation. Therefore, co-creation appears to be an appropriate answer to the challenges firms meet in modern societies. The literature on co-creation provides many interesting and important perspectives on the subject, but there is little understanding of how co-creation can be achieved in specific businesses. This thesis will attempt to provide a better understanding of how professional service firms can achieve co-creation. More specifically this thesis will investigate if problem-solving processes represent an opportunity for co-creation in this specific line of business. In addition, the thesis will shed light on the output of such processes by searching for creative and innovative project solutions in co-creation processes.
In an attempt to provide answers to the research questions posed in this thesis, four cases (projects) have been analysed. All of the cases are projects conducted by Norconsult, allegedly based on co-creation. In two of the cases, informants from both Norconsult and the customers have been interviewed. In the other two cases, only the project managers from Norconsult were available for interviews.
Findings suggest that problem solving processes represent an opportunity for co-creation for professional service firms. However, the findings also suggest that several factors must be present in order to succeed with co-creation in such processes. First of all, the findings suggest that there must be fruitful dialogue, access and transparency between the customer and advisor to enable co-creation. Secondly, the role of the process leader seems to be important for successful co-creation in problem solving processes. However, what makes a process leader successful is beyond the scope of this thesis to discuss. A finding related to the output of co-created problem solving processes, suggest that such processes seems to contribute to creative and innovative project solutions in the cases scrutinized. A finding that further supports the claim that problem solving processes represents an opportunity for co-creation in professional service firms.