Managing co-creation in innovative business models: The case of sharing economy

Objectives. The purpose of the paper is to analyze how co-creation is managed within the innovative business models of sharing economy platforms. Methodology. Case studies analysis has been performed on three sharing economy platforms. Platforms have been selected according to the extent to which innovation driven by co-creative processes was evincible in the value proposition, in the profit formula or in the key processes and resources. The cases have been analyzed through the D.A.R.T. model that defines the four places of co-creation (dialogue, access, risk, transparency). Findings. The analysis shows that there is a link between the type of innovation and the dimension of co-creation. In particular: Dialogue is relevant when co-creation refers to the innovation of the value proposition; Access is more stressed when co-creation drives the innovation in the key resources and processes; Risk comes to be underlined in the platform where co-creation involves the definition of the profit formula. Transparency is a common element across all of the analyzed cases. Research limits. Shortcomings concern the selection of the theoretical framework, the exclusion of platforms other than C2C and the focus on secondary data. Practical implications. The analysis allows to understand the dimensions of co-creation that emerge as being particularly relevant in sharing economy platforms where the innovation of the business model is based on the involvement of customers. Originality of the study. This work provides a joint analysis of BMI and co-creation as emerging in sharing economy platforms, proposing an integrated interpretation of these phenomena.