Читать книгу Innovation in Sport. Innovation Trajectories and Process Optimization онлайн

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Although VCC is receiving increasing attention in sports, it has not been used in the context of innovation case studies. However, in an indirect way, most of the work focuses on the co-creation of value around novelties. Kolyperas et al. (2019) synthesized how fans (understood as engaged consumers) determine the value of propositions (e.g. “GoPro Be a Hero”, through users’ productions, narratives and broadcasts). According to them, this is done through operations of evaluation (role of assimilator), creation (role of adapter) and positioning (role of authenticator). These mechanisms very often move value propositions “in directions that were not foreseen or explored by the brand itself” (Kolyperas et al. 2019, p. 213). These elements confirm, if necessary, that the value of an innovation cannot be defined a priori by the providers but is constantly redefined a posteriori and in a contextualized manner by consumers.

Fostering consumer-centric interactive approaches should not be idealized as it does not protect against a symmetrical phenomenon of value co-destruction through misuse (Plé and Chumpitaz Cáceres 2010), resistance (fan protests in sports shows, see (Stieler et al. 2014)), or loss of value for other stakeholders. Boutroy and Bodet (2017) showed, for example, how an innovation process based on a strong co-creative approach adopted by a sports goods manufacturer (relying on its fan community) failed to succeed owing to the co-destruction of value for ordinary consumers as much as for intermediaries. Focusing on the Nike Run Club mobile sports app, Charitsis et al. (2018) also show that the co-creator of value can be somewhat unknowingly co-creative, as the data harvested on their physical activity is subject to secondary use by the producers of these apps.