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Abstract Purpose – The purpose of this article is to present the outcome of a co-creation service innovation project, both to understand the possible outcome when using a process model and to achieve a better understanding of how customers experience participation in co-creation in an open service innovation project. The article also discusses the outcome of co-creation in terms of new knowledge concerning customers’ needs, both expressed and latent needs compared to the knowledge gained through a regular guest survey. Design/methodology/approach – The study is based on 29 in-depth interviews that were conducted subsequent to participation as visitors in a service innovation project which involved testing a model for user involved service innovation. In the process model users were asked to be attentive and produce real time documentations. The co-creation in this case thus occurred when obtaining input for service innovation ideation. Findings – Participants (visitors to a Swedish zoo), had mixed opinions about their participation in the project. Favourable experiences, such as benevolence and deepened relationships, were balanced by unfavourable experiences such as incapability and intrusion. Also a user involved service innovation approach as the one studied provides valuable knowledge about customers suggested to be useful for service innovation. Users presented a wide range of real time documentations; from brief comments about certain aspects of their experience to more detailed suggestions for future services. Originality/value – The study provides empirical evidence regarding the importance of adopting a user’s perspective towards service innovation. This is unlike previous research,which has been limited to the study of how companies perceive and can manage co-creation in a manner that is beneficial for them. The study also connects to this perspective by suggesting that co-creation both enhances opportunities for successful service innovation and provides a deeper understanding of customers’ needs. Keywords Innovation, Customer services quality, Product innovation, Sweden Paper type Case study

This article discusses an organization with a traditional new product development setting and the on-going challenges for this organization to evolve into an open service innovation culture involving customers. Complexity theory is used as a framework for understanding the transition. The research reported in this paper is part of a three year (2008 – 2010) explorative study. The objective was to develop and test a method for user involved innovation and study how this innovation method was experienced by involved parties. Several challenges were identified on the organizational level. Among them were tensions regarding the communication structure and organizational boundaries and paradox situations. Other challenges to be addressed by management concern stability, hierarchies and knowledge sharing and that creativity involves a co-dependence.

In order for a company to open up innovation processes, it is vital to foster a culture where external ideas and knowledge are appreciated. However, when external ideas meet internal innovation practices complex organizational situations appear. A systems approach provides an opportunity to study both individual and structural challenges. This qualitative case study involves two main cases and three supporting cases and aims to understand how middle managers experience open innovation processes. The results describe interactions with both users and external stakeholders as well as internal interactions within the organization. Individual aspects such as attitudes and relational issues matter, as well as organizational structures and practices. The findings of the article assist managers in their work to create conditions for open innovation.