Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process
Abstract
:1. Introduction
- (1)
- How to structure co-creation processes that develop sustainable high-tech innovations with multiple stakeholders?
- (2)
- How to manage stakeholders’ relationships in co-creation processes that develop sustainable high-tech innovations in multi-stakeholder networks?
2. Literature Review
2.1. Innovation via Co-Creation in Multi-Stakeholder Networks
2.2. The Structure of the Co-Creation Process
2.3. Managing the Co-Creation Process
3. Materials and Methods
3.1. Research Context
3.2. Data Collection
3.3. Data Analysis
4. Results
4.1. Introduction Stage
- Reducing energy use by implementing optimal LED lighting in the cultivation of tomato, lettuce, and cucumber;
- Reducing land use and energy use by implementing a four-layer cultivation system in the cultivation of strawberry;
- Reducing energy by installing low-grade heat systems;
- Reducing needed nitrogen and CO2 nutrients transportation by implementing Plasma Technology;
- Isolating and optimizing the climate conditions using energy balancing day screens in the cultivation of bell pepper and tomato;
- Isolating and optimizing the climate conditions using energy balancing night screens in the cultivation of bell pepper and tomato;
- Keeping control over the humidity by implementing a climate-neutral vapour heat pump.
4.2. Discovery Stage
4.3. Define Stage
4.4. Initial Concept(s) Development Stage
4.5. Rediscovery Stage
4.6. Concept(s) Improvement Stage
4.7. Prototyping
4.8. Project Outcomes
4.9. Reflection on the Co-Creation Process
5. Discussion
5.1. The Context
5.2. The Process
5.3. Communication Is Essential
5.4. Co-Creating Value: A Strategic Approach
5.5. Co-Creating Sustainable Innovation: Choices to Make
6. Managerial Implications
7. Limitations and Suggestions for Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
- Marcelis, L.F.; Heuvelink, E. Achieving Sustainable Greenhouse Cultivation; Burleigh Dodds Science Publishing Limited: Cambridge, UK, 2019. [Google Scholar]
- European Commission. 2017 Empowering Development: Implementation of the New European Consensus on Development in Energy Cooperation. Available online: https://ec.europa.eu/international-partnerships/sdg/climate-action_en (accessed on 9 April 2021).
- European Commission. 2050 Long Term Strategy. Available online: https://ec.europa.eu/clima/policies/strategies/2050_en (accessed on 9 April 2021).
- Berkhout, P.; van Berkum, S.; Ruben, R. 2018 From Trader to Forerunner: Rethinking the International Positioning of the Dutch Agrofood Sector. Available online: https://edepot.wur.nl/449401 (accessed on 9 April 2021).
- Vermeulen, A.C.; Hubers, C.; de Vries, L.; Brazier, F. What horticulture and space exploration can learn from each other: The Mission to Mars initiative in The Netherlands. Acta Astronaut. 2020, 177, 421–424. [Google Scholar] [CrossRef]
- Wreford, A.; Ignaciuk, A.; Gruère, G. Overcoming barriers to the adoption of climate-friendly practices in agriculture. OECD Food Agric. Fish. 2017. [Google Scholar] [CrossRef]
- Yano, A.; Cossu, M. Energy sustainable greenhouse crop cultivation using photovoltaic technologies. Renew. Sustain. Energy Rev. 2019, 109, 116–137. [Google Scholar] [CrossRef]
- Roosens, B. Aligning Expectations and Marketing Communications for Multi-Stakeholder Innovation Networks. Ph.D. Thesis, University of Antwerp, Antwerp, Belgium, 2020. [Google Scholar]
- Reypens, C.; Lievens, A.; Blazevic, V. Hybrid Orchestration in Multi-stakeholder Innovation Networks: Practices of mobilizing multiple, diverse stakeholders across organizational boundaries. Organ. Stud. 2019. [Google Scholar] [CrossRef] [Green Version]
- Edmondson, A.C.; Nembhard, I.M. Product development and learning in project teams: The challenges are the benefits. J. Prod. Innov. Manag. 2009, 26, 123–138. [Google Scholar] [CrossRef]
- Aarikka-Stenroos, L.; Jaakkola, E.; Harrison, D.; Mäkitalo-Keinonen, T. How to manage innovation processes in extensive networks: A longitudinal study. Ind. Mark. Manag. 2017, 67, 88–105. [Google Scholar] [CrossRef]
- Nissen, H.A.; Evald, M.R.; Clarke, A.H. Knowledge sharing in heterogeneous teams through collaboration and cooperation: Exemplified through Public–Private-Innovation partnerships. Ind. Mark. Manag. 2014, 43, 473–482. [Google Scholar] [CrossRef] [Green Version]
- Freudenreich, B.; Lüdeke-Freund, F.; Schaltegger, S. A stakeholder theory perspective on business models: Value creation for sustainability. J. Bus. Ethics 2019, 1–16. [Google Scholar] [CrossRef]
- Roosens, B.; Lievens, A.; Dens, N. How Stakeholders’ Expectations Shape the Dynamics in Innovation Networks. In Proceedings of the XXIX ISPIM Innovation Conference: Innovation, The Name of the Game, Stockholm, Sweden, 17–20 June 2018; pp. 1–23. [Google Scholar]
- Reypens, C.; Lievens, A.; Blazevic, V. Leveraging value in multi-stakeholder innovation networks: A process framework for value co-creation and capture. Ind. Mark. Manag. 2016, 56, 40–50. [Google Scholar] [CrossRef]
- Arnold, M. Fostering sustainability by linking co-creation and relationship management concepts. J. Clean. Prod. 2017, 140, 179–188. [Google Scholar] [CrossRef]
- Hamidi, F.; Shams Gharneh, N.; Khajeheian, D. A conceptual framework for value co-creation in service enterprises (case of tourism agencies). Sustainability 2020, 12, 213. [Google Scholar] [CrossRef] [Green Version]
- dos Santos, A.B.A.; Bianchi, C.G.; Borini, F.M. Open Innovation and Cocreation in the Development of New Products: The role of design thinking. Int. J. Innov. 2018, 6, 112–123. [Google Scholar] [CrossRef] [Green Version]
- Kruger, C.; Caiado, R.G.G.; França, S.L.B.; Quelhas, O.L.G. A holistic model integrating value co-creation methodologies towards the sustainable development. J. Clean. Prod. 2018, 191, 400–416. [Google Scholar] [CrossRef]
- Design Council. The ‘Double Diamond’ Design Process Model. Available online: https://www.designcouncil.org.uk/news-opinion/what-framework-innovation-design-councils-evolved-double-diamond (accessed on 8 October 2020).
- Sanders, E.B.-N.; Stappers, P.J. Co-creation and the new landscapes of design. Co-Design 2008, 4, 5–18. [Google Scholar] [CrossRef] [Green Version]
- Gouillart, F.J. The race to implement co-creation of value with stakeholders: Five approaches to competitive advantage. Strategy Leadersh. 2014. [Google Scholar] [CrossRef]
- Keeys, L.A.; Huemann, M. Project benefits co-creation: Shaping sustainable development benefits. Int. J. Proj. Manag. 2017, 35, 1196–1212. [Google Scholar] [CrossRef]
- Corsaro, D.; Cantù, C.; Tunisini, A. Actors’ heterogeneity in innovation networks. Ind. Mark. Manag. 2012, 41, 780–789. [Google Scholar] [CrossRef]
- Malakhatka, E.; Sopjani, L.; Lundqvist, P. Co-Creating Service Concepts for the Built Environment Based on the End-User’s Daily Activities Analysis: KTH Live-in-Lab Explorative Case Study. Sustainability 2021, 13, 1942. [Google Scholar] [CrossRef]
- Rantala, T.; Ukko, J.; Saunila, M.; Havukainen, J. The effect of sustainability in the adoption of technological, service, and business model innovations. J. Clean. Prod. 2018, 172, 46–55. [Google Scholar] [CrossRef]
- Chesbrough, H.; Crowther, A.K. Beyond high tech: Early adopters of open innovation in other industries. R D Manag. 2006, 36, 229–236. [Google Scholar] [CrossRef]
- Hsieh, J.-K.; Hsieh, Y.-C. Dialogic co-creation and service innovation performance in high-tech companies. J. Bus. Res. 2015, 68, 2266–2271. [Google Scholar] [CrossRef]
- Loureiro, S.M.C.; Romero, J.; Bilro, R.G. Stakeholder engagement in co-creation processes for innovation: A systematic literature review and case study. J. Bus. Res. 2020, 119, 388–409. [Google Scholar] [CrossRef]
- Hörisch, J.; Freeman, R.E.; Schaltegger, S. Applying stakeholder theory in sustainability management: Links, similarities, dissimilarities, and a conceptual framework. Organ. Environ. 2014, 27, 328–346. [Google Scholar] [CrossRef]
- Teece, D.J. Business models, business strategy and innovation. Long Range Plan. 2010, 43, 172–194. [Google Scholar] [CrossRef]
- Alves, H.; Fernandes, C.; Raposo, M. Value co-creation: Concept and contexts of application and study. J. Bus. Res. 2016, 69, 1626–1633. [Google Scholar] [CrossRef]
- Galvagno, M.; Dalli, D. Theory of value co-creation: A systematic literature review. Manag. Serv. Qual. 2014, 24, 643–683. [Google Scholar] [CrossRef]
- Leclercq, T.; Hammedi, W.; Poncin, I. Ten years of value cocreation: An integrative review. Rech. Appl. Mark. 2016, 31, 26–60. [Google Scholar] [CrossRef]
- Von Hippel, E. Lead users: A source of novel product concepts. Manag. Sci. 1986, 32, 791–805. [Google Scholar] [CrossRef] [Green Version]
- Chesbrough, H.; Vanhaverbeke, W.; West, J. Open Innovation: Researching a New Paradigm; Oxford University Press: Oxford, UK, 2006. [Google Scholar]
- Prahalad, C.K.; Ramaswamy, V. Co-creating unique value with customers. Strategy Leadersh. 2004. [Google Scholar] [CrossRef]
- Matthyssens, P.; Vandenbempt, K. Moving from basic offerings to value-added solutions: Strategies, barriers and alignment. Ind. Mark. Manag. 2008, 37, 316–328. [Google Scholar] [CrossRef]
- Kazadi, K.; Lievens, A.; Mahr, D. Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders. J. Bus. Res. 2016, 69, 525–540. [Google Scholar] [CrossRef]
- Norman, D. The Design of Future Things; Basic Books: New York, NY, USA, 2007. [Google Scholar]
- Ehrenfeld, J. Sustainability by Design: A Subversive Strategy for Transforming Our Consumer Culture; Yale University Press: Ne Haven, CO, USA, 2008. [Google Scholar]
- Manzini, E. Scenarios of sustainable wellbeing. Des. Philos. Pap. 2003, 1, 5–21. [Google Scholar] [CrossRef] [Green Version]
- Manzini, E. Design, When Everybody Designs: An Introduction to Design for Social Innovation; MIT Press: Cambridge, MA, USA, 2015. [Google Scholar]
- Aguirre, M.; Agudelo, N.; Romm, J. Design facilitation as emerging practice: Analyzing how designers support multi-stakeholder co-creation. She Ji J. Des. Econ. Innov. 2017, 3, 198–209. [Google Scholar] [CrossRef]
- Grönroos, C. Conceptualising value co-creation: A journey to the 1970s and back to the future. J. Mark. Manag. 2012, 28, 1520–1534. [Google Scholar] [CrossRef]
- Grönroos, C.; Voima, P. Critical service logic: Making sense of value creation and co-creation. J. Acad. Mark. Sci. 2013, 41, 133–150. [Google Scholar] [CrossRef]
- Frow, P.; Nenonen, S.; Payne, A.; Storbacka, K. Managing co-creation design: A strategic approach to innovation. Br. J. Manag. 2015, 26, 463–483. [Google Scholar] [CrossRef]
- Perks, H.; Gruber, T.; Edvardsson, B. Co-creation in radical service innovation: A systematic analysis of microlevel processes. J. Prod. Innov. Manag. 2012, 29, 935–951. [Google Scholar] [CrossRef]
- Geissdoerfer, M.; Bocken, N.M.; Hultink, E.J. Design thinking to enhance the sustainable business modelling process—A workshop based on a value mapping process. J. Clean. Prod. 2016, 135, 1218–1232. [Google Scholar] [CrossRef] [Green Version]
- Universiteit Antwerpen, Antwerp Management School, Flanders Inshape. Leren Cocreëren (Learning How to Co-Create). Available online: https://www.lerencocreeren.be/ (accessed on 9 April 2021).
- Tschimmel, K. Design Thinking as an effective Toolkit for Innovation. In Proceedings of the XXIII ISPIM Conference: Action for Innovation: Innovating from Experience, Barcelona, Spain, 17–20 June 2012; The International Society for Professional Innovation Management (ISPIM): Barcelona, Spain, 2012; p. 1. [Google Scholar]
- Davis, J.; Docherty, C.A.; Dowling, K. Design thinking and innovation: Synthesising concepts of knowledge co-creation in spaces of professional development. Des. J. 2016, 19, 117–139. [Google Scholar] [CrossRef] [Green Version]
- Payne, A.F.; Storbacka, K.; Frow, P. Managing the co-creation of value. J. Acad. Mark. Sci. 2008, 36, 83–96. [Google Scholar] [CrossRef]
- Reed, J.; Barlow, J.; Carmenta, R.; van Vianen, J.; Sunderland, T. Engaging multiple stakeholders to reconcile climate, conservation and development objectives in tropical landscapes. Biol. Conserv. 2019, 238, 108229. [Google Scholar] [CrossRef]
- Luchs, M.; Swan, K.S. Perspective: The emergence of product design as a field of marketing inquiry. J. Prod. Innov. Manag. 2011, 28, 327–345. [Google Scholar] [CrossRef]
- Acito, F.; Hustad, T.P. Industrial product concept testing. Ind. Mark. Manag. 1981, 10, 157–164. [Google Scholar] [CrossRef]
- Deininger, M.; Daly, S.R.; Sienko, K.H.; Lee, J.C. Novice designers’ use of prototypes in engineering design. Des. Stud. 2017, 51, 25–65. [Google Scholar] [CrossRef]
- Fahmi, N.; Huda, S.; Prayitno, E.; Al Rasyid, M.U.H.; Roziqin, M.C.; Pamenang, M.U. A prototype of Monitoring Precision Agriculture System Based on WSN. In Proceedings of the 2017 International Seminar on Intelligent Technology and Its Applications (ISITIA), Surabaya, Indonesia, 28–29 August 2017. [Google Scholar]
- Aquilani, B.; Silvestri, C.; Ruggieri, A. Sustainability, TQM and value co-creation processes: The role of critical success factors. Sustainability 2016, 8, 995. [Google Scholar] [CrossRef] [Green Version]
- Hewitt-Dundas, N.; Roper, S. Exploring market failures in open innovation. Int. Small Bus. J. 2018, 36, 23–40. [Google Scholar] [CrossRef] [Green Version]
- Pera, R.; Occhiocupo, N.; Clarke, J. Motives and resources for value co-creation in a multi-stakeholder ecosystem: A managerial perspective. J. Bus. Res. 2016, 69, 4033–4041. [Google Scholar] [CrossRef]
- Belbin, R.M. Management Teams; Heinemann: London, UK, 1981. [Google Scholar]
- Belbin, R.M. Management Teams: Why They Succeed or Fail; Elsevier Butterworth-Heinemann: London, UK, 2004. [Google Scholar]
- Katz, R. The effects of group longevity on project communication and performance. Adm. Sci. Q. 1982, 81–104. [Google Scholar] [CrossRef]
- Spiggle, S. Analysis and interpretation of qualitative data in consumer research. J. Consum. Res. 1994, 21, 491–503. [Google Scholar] [CrossRef]
- Osterwalder, A.; Pigneur, Y. Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, 1st ed.; John Wiley & Sons: Hoboken, NJ, USA, 2010. [Google Scholar]
- Visual Paradigm Online. What is COCO box? Technique for Selection Your Idea. Available online: https://online.visual-paradigm.com/knowledge/brainstorming/what-is-cocd-box/ (accessed on 6 May 2021).
- GLITCH. GLITCH Resultaten (GLITCH Results). Available online: https://glitch-innovatie.eu/resultaten/ (accessed on 17 May 2021).
- GLITCH. GLITCH Greenhouse Horticulture Innovates through Co-Creationng with Low-Carbon High-Tech-(GLastuinbouw Innoveert Door Co-Creatie Met Koolstafarme Hightech. Available online: https://glitch-innovatie.eu/ (accessed on 6 May 2021).
- Evans, S.; Vladimirova, D.; Holgado, M.; Van Fossen, K.; Yang, M.; Silva, E.A.; Barlow, C.Y. Business model innovation for sustainability: Towards a unified perspective for creation of sustainable business models. Bus. Strategy Environ. 2017, 26, 597–608. [Google Scholar] [CrossRef]
- Ferraro, F.; Etzion, D.; Gehman, J. Tackling grand challenges pragmatically: Robust action revisited. Organ. Stud. 2015, 36, 363–390. [Google Scholar] [CrossRef] [Green Version]
- Siqueira, R.P.; Pitassi, C. Sustainability-oriented innovations: Can mindfulness make a difference? J. Clean. Prod. 2016, 139, 1181–1190. [Google Scholar] [CrossRef]
- Kozlowski, S.W.; Klein, K.J. (Eds.) A Multilevel Approach to Theory and Research in Organizations: Contextual, Temporal, and Emergent Processes; Jossey-Bass: San Francisco, CA, USA, 2000. [Google Scholar]
- Stewart, G.L. A meta-analytic review of relationships between team design features and team performance. J. Manag. 2006, 32, 29–55. [Google Scholar] [CrossRef]
- Haleblian, J.; Finkelstein, S. Top management team size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretion. Acad. Manag. J. 1993, 36, 844–863. [Google Scholar] [CrossRef] [Green Version]
- Peltokorpi, V.; Hasu, M. How participative safety matters more in team innovation as team size increases. J. Bus. Psychol. 2014, 29, 37–45. [Google Scholar] [CrossRef]
- Curral, L.A.; Forrester, R.H.; Dawson, J.F.; West, M.A. It’s what you do and the way that you do it: Team task, team size, and innovation-related group processes. Eur. J. Work Organ. Psychol. 2001, 10, 187–204. [Google Scholar] [CrossRef]
- Amason, A.C.; Sapienza, H.J. The effects of top management team size and interaction norms on cognitive and affective conflict. J. Manag. 1997, 23, 495–516. [Google Scholar] [CrossRef]
- Carton, A.M.; Cummings, J.N. A theory of subgroups in work teams. Acad. Manag. Rev. 2012, 37, 441–470. [Google Scholar] [CrossRef]
- Hill, G.W. Group versus individual performance: Are N+ 1 heads better than one? Psychol. Bull. 1982, 91, 517. [Google Scholar] [CrossRef]
- LePine, J.A.; Hollenbeck, J.R.; Ilgen, D.R.; Hedlund, J. Effects of individual differences on the performance of hierarchical decision-making teams: Much more than g. J. Appl. Psychol. 1997, 82, 803. [Google Scholar] [CrossRef]
- Tziner, A.; Eden, D. Effects of crew composition on crew performance: Does the whole equal the sum of its parts? J. Appl. Psychol. 1985, 70, 85. [Google Scholar] [CrossRef]
- Yetton, P.W.; Bottger, P.C. Individual versus group problem solving: An empirical test of a best-member strategy. Organ. Behav. Hum. Perform. 1982, 29, 307–321. [Google Scholar] [CrossRef]
- Bantel, K.A.; Jackson, S.E. Top management and innovations in banking: Does the composition of the top team make a difference? Strateg. Manag. J. 1989, 10, 107–124. [Google Scholar] [CrossRef]
- Barrick, M.R.; Stewart, G.L.; Neubert, M.J.; Mount, M.K. Relating member ability and personality to work-team processes and team effectiveness. J. Appl. Psychol. 1998, 83, 377. [Google Scholar] [CrossRef]
- LePine, J.A. Team adaptation and postchange performance: Effects of team composition in terms of members’ cognitive ability and personality. J. Appl. Psychol. 2003, 88, 27. [Google Scholar] [CrossRef] [PubMed]
- Stewart, G.L.; Barrick, M.R. Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. Acad. Manag. J. 2000, 43, 135–148. [Google Scholar] [CrossRef]
- Senaratne, S.; Gunawardane, S. Application of team role theory to construction design teams. Archit. Eng. Des. Manag. 2015, 11, 1–20. [Google Scholar] [CrossRef]
- Leenders, R.T.A.; Van Engelen, J.M.; Kratzer, J. Virtuality, communication, and new product team creativity: A social network perspective. J. Eng. Technol. Manag. 2003, 20, 69–92. [Google Scholar] [CrossRef]
- PeopleKeys. Disc Theory—What Is DISC? Available online: https://discinsights.com/disc-theory (accessed on 3 May 2021).
- Marks, M.A.; Mathieu, J.E.; Zaccaro, S.J. A temporally based framework and taxonomy of team processes. Acad. Manag. Rev. 2001, 26, 356–376. [Google Scholar] [CrossRef] [Green Version]
- Fletcher, T.D.; Major, D.A. The effects of communication modality on performance and self-ratings of teamwork components. J. Comput. Mediat. Commun. 2006, 11, 557–576. [Google Scholar] [CrossRef] [Green Version]
- Jarvenpaa, S.L.; Shaw, T.R.; Staples, D.S. Toward contextualized theories of trust: The role of trust in global virtual teams. Inf. Syst. Res. 2004, 15, 250–267. [Google Scholar] [CrossRef]
- Kratzer, J.; Leenders, O.T.A.; Engelen, J.M.V. Stimulating the potential: Creative performance and communication in innovation teams. Creat. Innov. Manag. 2004, 13, 63–71. [Google Scholar] [CrossRef]
- Dahlstrom, M.F. Using narratives and storytelling to communicate science with nonexpert audiences. Proc. Natl. Acad. Sci. USA 2014, 111, 13614–13620. [Google Scholar] [CrossRef] [Green Version]
- Greif, M. The Visual Factory: Building Participation Through Shared Information; CRC Press: Portland, OR, USA, 1991. [Google Scholar]
- Agrawal, A.K.; Rahman, Z. Roles and resource contributions of customers in value co-creation. Int. Strateg. Manag. Rev. 2015, 3, 144–160. [Google Scholar] [CrossRef] [Green Version]
- Jaakkola, E.; Alexander, M. The role of customer engagement behavior in value co-creation: A service system perspective. J. Serv. Res. 2014, 17, 247–261. [Google Scholar] [CrossRef] [Green Version]
- Amabile, T.M. The social psychology of creativity: A componential conceptualization. J. Personal. Soc. Psychol. 1983, 45, 357. [Google Scholar] [CrossRef]
- Herman, A.; Reiter-Palmon, R. The effect of regulatory focus on idea generation and idea evaluation. Psychol. Aesthet. Creat. Arts 2011, 5, 13. [Google Scholar] [CrossRef] [Green Version]
- Hunter, S.; Friedrich, T.; Bedell, K.; Mumford, M. Creative thought in real-world innovation. Serb. J. Manag. 2006, 1, 29–39. [Google Scholar] [CrossRef]
- Mumford, M.D.; Lonergan, D.C.; Scott, G. Evaluating creative ideas: Processes, standards, and context. Inq. Crit. Think. Across Discip. 2002, 22, 21–30. [Google Scholar] [CrossRef]
- Hennessey, B.A.; Amabile, T.M. Reality, intrinsic motivation, and creativity. Am. Psychol. 1998. [Google Scholar] [CrossRef]
- Runco, M.A.; Jaeger, G.J. The standard definition of creativity. Creat. Res. J. 2012, 24, 92–96. [Google Scholar] [CrossRef]
- GLITCH. Over Het GLITCH Kompas (about the GLITCH Compass). Available online: https://hetglitchkompas.eu/over-glitch-kompas (accessed on 30 March 2021).
ID | Interview | Organisation Type | Job Function | Role in the Consortium |
---|---|---|---|---|
1 | Individual | Research centre | Bio engineer/Researcher | Project-coordinator |
2 | Individual | Private company on Marketing and innovation strategy | Marketing Manager | Work-package leader communication |
3 | Individual | Research centre | Researcher/team leader/plant physiologist | Work-package leader energy-efficient innovations |
4 | Individual | Research centre | Bio engineer/Researcher cucumber | Researcher cucumber |
5 | Individual | Research centre | Bio engineer/Researcher lettuce | Researcher lettuce |
6 | Individual | Research centre | Bio engineer/Researcher tomato | Researcher tomato |
7 | Individual | Research centre | Researcher strawberry | Researcher strawberry |
8 | Group interview No. 1 | Knowledge centre/university college | Bio engineer/Researcher energy | Researcher energy |
9 | Group interview No. 1 | Knowledge centre/university college | Researcher energy | Researcher energy |
10 | Group interview No. 2 | Research centre | Bio engineer/Researcher bell pepper | Researcher bell pepper |
11 | Group interview No. 2 | Research centre | Bio engineer/Researcher tomato | Researcher tomato |
12 | Group interview No. 3 | Knowledge centre/research centre/university | Bio engineer, researcher and lecturer with expertise in physics of screens | Work-package leader energy-efficient innovations |
13 | Group interview No. 3 | Knowledge centre/research centre | Engineer and researcher physics of screens | Researcher physics screens |
Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations. |
© 2021 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).
Share and Cite
Moons, I.; Daems, K.; Van de Velde, L.L.J. Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process. Sustainability 2021, 13, 7149. https://0-doi-org.brum.beds.ac.uk/10.3390/su13137149
Moons I, Daems K, Van de Velde LLJ. Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process. Sustainability. 2021; 13(13):7149. https://0-doi-org.brum.beds.ac.uk/10.3390/su13137149
Chicago/Turabian StyleMoons, Ingrid, Kristien Daems, and Lorens L. J. Van de Velde. 2021. "Co-Creation as the Solution to Sustainability Challenges in the Greenhouse Horticultural Industry: The Importance of a Structured Innovation Management Process" Sustainability 13, no. 13: 7149. https://0-doi-org.brum.beds.ac.uk/10.3390/su13137149