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Kohler, Thomas
Publications (10 of 10) Show all publications
Kohler, T. (2016). Corporate accelerators: Building bridges between corporations and startups. Business Horizons, 59(3), 347-357
Open this publication in new window or tab >>Corporate accelerators: Building bridges between corporations and startups
2016 (English)In: Business Horizons, ISSN 0007-6813, E-ISSN 1873-6068, Vol. 59, no 3, p. 347-357Article in journal (Refereed) Published
Abstract [en]

Today's startups are a major source of innovation, as they employ emerging technologies to invent products and reinvent business models. Corporations that embrace an open innovation strategy increasingly look to startups as a source of external innovation. Corporate accelerators offer a potent approach to nurturing innovations from entrepreneurial ventures. However, the vast differences between corporations and startups make collaboration a challenge. Corporate accelerators need to be designed effectively to add value for startups and create innovation benefits for the company. Based on information obtained during interviews with managers and participants of corporate accelerators (n=40), managers receive a framework and strategies for designing corporate accelerators. To leverage startups' innovation and to make corporate accelerators an effective part of a firm's overall innovation strategy, managers need to systematically and thoughtfully consider the design dimensions of proposition, process, people, and place.

Keywords
Corporate accelerators, Open innovation, Corporate innovation, Entrepreneurship, Startups, Partnerships, Corporate venturing, Business incubation
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-30999 (URN)10.1016/j.bushor.2016.01.008 (DOI)000376217200013 ()2-s2.0-84959432679 (Scopus ID)
Available from: 2016-08-19 Created: 2016-07-01 Last updated: 2017-11-28Bibliographically approved
Kohler, T. (2015). Crowdsourcing-Based Business Models: How To Create And Capture Value. California Management Review, 57(4), 63-84
Open this publication in new window or tab >>Crowdsourcing-Based Business Models: How To Create And Capture Value
2015 (English)In: California Management Review, ISSN 0008-1256, E-ISSN 2162-8564, Vol. 57, no 4, p. 63-84Article in journal (Refereed) Published
Abstract [en]

Technology has transformed individuals from mere consumers of products to empowered participants in value co-creation. While numerous firms experiment with involving a crowd in value creation, few companies turn crowdsourcing projects into thriving platforms with a powerful business model. To address this challenge, this article analyzes successful platforms to identify patterns of effective crowdsourcing-based business models. The results provide guidance for managers who need to create new (or adapt existing) business models.

Keywords
Crowdsourcing, Open Innovation, Business Model Innovation, Co-Creation, Platforms
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31000 (URN)10.1525/cmr.2015.57.4.63 (DOI)000362957400004 ()2-s2.0-84955604667 (Scopus ID)
Available from: 2016-08-19 Created: 2016-07-01 Last updated: 2017-11-28Bibliographically approved
Matzler, K., Bailom, F., von den Eichen, S. F. & Kohler, T. (2013). Business model innovation: Coffee triumphs for Nespresso. Journal of Business Strategy, 34(2), 30-37
Open this publication in new window or tab >>Business model innovation: Coffee triumphs for Nespresso
2013 (English)In: Journal of Business Strategy, ISSN 0275-6668, E-ISSN 2052-1197, Vol. 34, no 2, p. 30-37Article in journal (Refereed) Published
Abstract [en]

Purpose: This article aims to examine the concept of business model innovation and to discuss the design of the key elements. Based on a detailed case study of Nespresso, it seeks to outline how business model innovation can be implemented successfully.

Design/methodology/approach: Based on a theoretical conceptualization of a business model, the authors conduct an in-depth case study to draw conclusions for a successful implementation of a business model innovation.

Findings: A business model innovation comprises five components: an innovative, unique positioning, a consistent product and service logic, an appropriate value creation architecture, an effective sales and marketing logic and a profit formula that works. Success is based upon a unique, innovative and coherent design of the business model's components.

Originality/value: Based on Nespresso's business model, this paper illustrates what a business model innovation is, what its components are and how they should be designed to create and capture value.

Keywords
Business model innovation, Case studies, Components of a business model, Corporate strategy, Innovation, Value analysis, Value capture, Value creation
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31994 (URN)10.1108/02756661311310431 (DOI)2-s2.0-84875595009 (Scopus ID)
Available from: 2016-10-17 Created: 2016-10-17 Last updated: 2017-11-29Bibliographically approved
Kohler, T., Fueller, J., Stieger, D. & Matzler, K. (2011). Avatar-based innovation: Consequences of the virtual co-creation experience. Computers in human behavior, 27(1), 160-168
Open this publication in new window or tab >>Avatar-based innovation: Consequences of the virtual co-creation experience
2011 (English)In: Computers in human behavior, ISSN 0747-5632, E-ISSN 1873-7692, Vol. 27, no 1, p. 160-168Article in journal (Refereed) Published
Abstract [en]

Virtual worlds, such as the prominent Second Life (SL), offer unprecedented opportunities for companies to tap the innovative potential of consumers and consumer communities. Despite the potential, the studied corporate open innovation initiatives fail to attract sustained engagement among co-creating participants. The underdeveloped state of these islands in terms of innovation tasks and the lack of knowledge about how to attract innovative avatars raise key concerns about the nature of the experience avatars have on corporate sites. In a quantitative study we examine the importance of the experience in encouraging active participation in the innovation tasks. When participants experience an inspiring, intrinsically motivating, involving and fun co-creation experience, they participate more intensely. Prior research on virtual new product development is extended to the virtual world context and insights of the virtual co-creation experience serve as guidelines for the conception of avatar-based innovation initiatives.

Keywords
Co-creation, Virtual worlds, Innovation
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31002 (URN)10.1016/j.chb.2010.07.019 (DOI)000285368400025 ()2-s2.0-78449302569 (Scopus ID)
Available from: 2016-08-19 Created: 2016-07-01 Last updated: 2017-11-28Bibliographically approved
Matzler, K., Füller, J., Kohler, T. & Stieger, D. (2011). Avatar-based innovation: How avatars experience co-creation projects in Second Life. Problems & Perspectives in Management, 9(2), 21-32
Open this publication in new window or tab >>Avatar-based innovation: How avatars experience co-creation projects in Second Life
2011 (English)In: Problems & Perspectives in Management, ISSN 1727-7051, E-ISSN 1810-5467, Vol. 9, no 2, p. 21-32Article in journal (Refereed) Published
Abstract [en]

Practical examples as well as research highlight the potential of virtual worlds for new product development especially for utilizing the innovative capabilities and knowledge of consumers and consumer communities. However, most of the observed and often cited virtual new product development examples failed or could have done better. One of the main challenges of virtual product development projects in virtual worlds such as Second Life (SL) face, is to attract participants and to motivate them to actively contribute to the project and share their ideas and knowledge with the company. Therefore, one of the most important research questions is to explore how avatar-based innovation projects should be designed in order to motivate consumers to engage in avatar-based innovation projects and actively contribute to the solution of the stated innovation quest. Based on a quantitative survey with avatars that participated in virtual cocreation projects, the article provides insights regarding compelling co-creation experiences in virtual worlds. This research presents empirically grounded insights regarding compelling co-creation experiences in virtual worlds. It extends theory about virtual new product development in virtual worlds and provides practical guidelines on how to successfully design virtual co-creation projects in virtual worlds.

Keywords
Avatar-based innovation, Co-creation, Consumer community theory, Flow theory, Second life, Technology acceptance models
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31998 (URN)2-s2.0-84891891155 (Scopus ID)
Available from: 2016-10-17 Created: 2016-10-17 Last updated: 2017-11-29Bibliographically approved
Kohler, T., Fueller, J., Matzler, K. & Stieger, D. (2011). Co-Creation In Virtual Worlds: The Design Of The User Experience. Management Information Systems Quarterly, 35(3), 773-788
Open this publication in new window or tab >>Co-Creation In Virtual Worlds: The Design Of The User Experience
2011 (English)In: Management Information Systems Quarterly, ISSN 0276-7783, E-ISSN 2162-9730, Vol. 35, no 3, p. 773-788Article in journal (Refereed) Published
Abstract [en]

Emerging virtual worlds, such as the prominent Second Life, offer unprecedented opportunities for companies to collaborate with co-creating users. However, pioneering corporate co-creation systems fail to attract a satisfying level of participation and engagement. The experience users have with the co-creation system is the key to making virtual places a vibrant source of great connections, creativity, and co-creation. While prior research on co-creation serves as a foundation for this work, it does not provide adequate guidance on how to design co-creation systems in virtual worlds. To address this shortcoming, a 20-month action research project was conducted to study the user's experience and to identify design principles for virtual co-creation systems. In two action research cycles, a virtual co-creation system called Ideation Quest was created, deployed, evaluated, and improved. The study reveals how to design co-creation systems and enriches research on co-creation to fit the virtual world context. Practitioners receive a helpful framework to leverage virtual worlds for co-creation.

Keywords
Virtual worlds, Second Life, co-creation, action research, experience design
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31001 (URN)000294088300015 ()2-s2.0-80051732931 (Scopus ID)
Available from: 2016-08-19 Created: 2016-07-01 Last updated: 2017-11-28Bibliographically approved
Kohler, T., Matzler, K., Hutter, K., Thiemann, R. & Füller, J. (2011). Experience design for communities in virtual worlds: Come for the attraction, stay for the interaction. International Journal of Web Based Communities, 7(2), 174-188
Open this publication in new window or tab >>Experience design for communities in virtual worlds: Come for the attraction, stay for the interaction
Show others...
2011 (English)In: International Journal of Web Based Communities, ISSN 1477-8394, E-ISSN 1741-8216, Vol. 7, no 2, p. 174-188Article in journal (Refereed) Published
Abstract [en]

Virtual worlds offer unprecedented opportunities for companies to tap the innovative potential of consumers and consumer communities. One central precondition of a co-creation approach is to turn a one-time visitor into a returning member of an innovating community. The purpose of this article is to explore how virtual space and the interaction with users needs to be designed to achieve sustained engagement among avatars and motivate them to contribute to innovation tasks. Based on focus groups with experienced Second Life residents and qualitative interviews with co-creating consumers, we suggest ways to design the virtual space and propose strategies to effectively build community. This research extends theory about consumer communities to virtual worlds and provides practical guidelines how to successfully design virtual co-creation projects in virtual worlds.

Keywords
avatar-based innovation, co-creation, community building, consumer community theory, experience design, second life, virtual worlds, Design, Innovation, Social networking (online), Virtual reality, Interactive computer graphics
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31995 (URN)10.1504/IJWBC.2011.039509 (DOI)2-s2.0-79953895061 (Scopus ID)
Available from: 2016-10-17 Created: 2016-10-17 Last updated: 2017-11-29Bibliographically approved
Helms, R., Giovacchini, E., Teigland, R. & Kohler, T. (2010). A design research approach to developing user innovation workshops in Second Life. Journal of Virtual Worlds Research, 3(1), 3-36
Open this publication in new window or tab >>A design research approach to developing user innovation workshops in Second Life
2010 (English)In: Journal of Virtual Worlds Research, ISSN 1941-8477, E-ISSN 1941-8477, Vol. 3, no 1, p. 3-36Article in journal (Refereed) Published
Abstract [en]

The Design Science Research approach is increasingly being applied in the field of Information Systems (IS) research. The philosophy behind design science research is that new scientific knowledge can be generated by means of constructing an artifact, and the core of this approach is a problem-solving process used to develop the artifact. As virtual worlds are a relatively new IS medium, limited attention has been paid to investigating the use of design research in virtual worlds. Nevertheless, it is considered a relevant approach as much research in the field of virtual worlds involves the design of virtual spaces to support some kind of business activity. As such, the research purpose of this paper is to investigate the use of the design research approach in virtual worlds. In this paper, we describe and take a practical perspective of a specific case study in which design research was developed and used for a specific project. The specific project in focus is the development of a user innovation workshop inside Second Life for a start-up company interested in gaining insights and ideas for the development of its product.

Keywords
virtual world; design science research; user innovation; entrepreneurship
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31999 (URN)10.4101/jvwr.v3i1.819 (DOI)
Available from: 2016-10-17 Created: 2016-10-17 Last updated: 2017-11-29Bibliographically approved
Kohler, T., Matzler, K. & Fueller, J. (2009). Avatar-based innovation: Using virtual worlds for real-world innovation. Technovation, 29(6-7), 395-407
Open this publication in new window or tab >>Avatar-based innovation: Using virtual worlds for real-world innovation
2009 (English)In: Technovation, ISSN 0166-4972, E-ISSN 1879-2383, Vol. 29, no 6-7, p. 395-407Article in journal (Refereed) Published
Abstract [en]

The purpose of this article is to explore the opportunities virtual worlds offer for real-world innovations. By integrating users of virtual worlds into in interactive new product development process, companies can tap customers innovative potential using the latest technology. Connecting the emerging technology of virtual Worlds With a customer-centric perspective of open innovation allows unique and inventive opportunities to capitalize oil users' innovative potential and knowledge. The concept of avatar-based innovation serves as a point of origin to reveal these possibilities and represents the first attempt to systematically take advantage of virtual worlds for innovation management. In doing so, this paper argues that latest advances of information and communication technologies enrich the interaction process and can improve new product development process. Further, characteristics are presented that suggest that the digital environment is especially conducive to innovation and creative tasks. Based oil theoretical insights, the analysis of eight cases (Coca-Cola, Steelcase, Osram, Alcatel-Lucent, Toyota Scion, Endemol, Aloft, and Mazda), participant observation directly within the virtual world and 23 interviews with both managers and customers, this paper demonstrates how virtual worlds allow producers and consumers to swarm together with like-minded individuals to create new products and permits companies to find an audience to test, use, and provide feedback on the content and products they create. We highlight the active roles avatars can play throughout the whole innovation process, and demonstrate the opportunities of how manufactures and Customers could collaborate to innovate from idea to launch. A few pathfinding companies experiment with avatars as a source of innovation. Specifically, the initiatives of Osram, Steelcase, Mazda, and Toyota truly link the concepts of open innovation and virtual worlds to employ the interactive technology for new product development. These efforts are critically analyzed to examine the hypothesized potential of avatar-based innovation. The cases pinpoint practical implications and reveal both preconditions and challenges of this new approach to interactive new product development. The results suggest that in order to fully realize the potential of avatar-based innovation, companies need to create a compelling open innovation experience and consider the peculiarities of Virtual worlds.

Keywords
Innovation, Avatar, Second Life, Co-creation
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-31003 (URN)10.1016/j.technovation.2008.11.004 (DOI)000266760900001 ()2-s2.0-67349181719 (Scopus ID)
Available from: 2016-08-19 Created: 2016-07-01 Last updated: 2017-11-28Bibliographically approved
Füller, J., Kohler, T., Matzler, K. & Stieger, D. (2008). Trend identification with online games. Harvard Business Manager, 7, 22-23
Open this publication in new window or tab >>Trend identification with online games
2008 (English)In: Harvard Business Manager, Vol. 7, p. 22-23Article in journal (Other (popular science, discussion, etc.)) Published
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-32001 (URN)
Available from: 2016-10-17 Created: 2016-10-17 Last updated: 2016-10-17Bibliographically approved

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