@incollection{JaweckiBilgram2012, author = {Jawecki, Gregor and Bilgram, Volker}, title = {Open Innovation im Enterprise 2.0}, series = {Enterprise 2.0 - die digitale Revolution der Unternehmenskultur}, booktitle = {Enterprise 2.0 - die digitale Revolution der Unternehmenskultur}, publisher = {Hermann Luchterhand}, isbn = {9783472080152}, pages = {292}, year = {2012}, language = {de} } @incollection{Bilgram2013, author = {Bilgram, Volker}, title = {Performance Assessment of Co-creation Initiatives: A Conceptual Framework for Measuring the Value of Idea Contests}, series = {Evolution of Innovation Management}, booktitle = {Evolution of Innovation Management}, publisher = {Palgrave Macmillan UK}, address = {London}, isbn = {9781349350193}, doi = {10.1057/9781137299994_2}, pages = {32 -- 51}, year = {2013}, abstract = {In 2010, more than 1,200 external users from 80 different countries answered an open call by the BMW Group and submitted 1,072 ideas within 8 weeks (Jawecki et al. 2010). The instrument involving users from outside the company in ideation is called an idea contest. The BMW Group's idea contests are just one example of a plethora of similar initiatives recently taken by leading innovative companies. Since the turn of the millennium, many companies such as 3M (von Hippel et al. 1999), Lego (Moon \& Sproull 2001), Ducati Motor (Sawhney et al. 2005, 10-12), Procter \& Gamble (Sakkab 2002), and Beiersdorf (Bilgram et al. 2011) have undergone a radical change in innovation strategy by opening up their innovation processes and making external stakeholders a part of their innovation endeavors (Bartl 2006; Brem \& Voigt 2007). For example, 3M embarked upon an extensive innovation program involving external lead users to generate breakthrough innovations with a revenue potential eight times higher than that of ideas from conventional ideation approaches (von Hippel et al. 1999). The foundations of this phenomenon have been laid by von Hippel's seminal work on the Customer Active Paradigm in the late 1970s (von Hippel 1978) and on the sources of innovation outside the company's walls (von Hippel 1988). Von Hippel found that innovations not only originate from the manufacturers' domain, but also to a large extent from users (von Hippel 1988, 2005).}, language = {en} } @article{BilgramRapp2013, author = {Bilgram, Volker and Rapp, Maximilian}, title = {Ph{\"a}nomen Crowdsourcing — Was privater und {\"o}ffentlicher Sektor voneinander lernen k{\"o}nnen}, series = {Business + Innovation}, volume = {4}, journal = {Business + Innovation}, number = {3}, publisher = {Springer Fachmedien Wiesbaden GmbH}, issn = {1868-8241}, doi = {10.1365/s35789-013-0108-1}, pages = {26 -- 33}, year = {2013}, abstract = {Das aktive Mitwirken von B{\"u}rgern und Konsumenten in Politik und Wirtschaft spielt eine immer bedeutendere Rolle. Anhand zweier Fallstudien im privaten sowie im {\"o}ffentlichen Sektor zeigen wir grundlegende Unterschiede und Gemeinsamkeiten von Crowdsourcing-Projekten von Unternehmen und Staatsorganen auf und erl{\"a}utern, inwiefern beide Bereiche voneinander lernen k{\"o}nnen.}, language = {de} } @inproceedings{BilgramStadlerStahl2014, author = {Bilgram, Volker and Stadler, Dorothee and Stahl, Gabriele}, title = {(Con-)figure it out: How Braun uses product configurators to empower consumers in MROC environments and turn ideas into new products}, pages = {102-109}, year = {2014}, language = {en} } @incollection{NeussHottumBilgram2012, author = {Neuss, Andreas and Hottum, Peter and Bilgram, Volker}, title = {Innovation in information-based services}, series = {Methods in service innovation: Current trends and future perspectives}, booktitle = {Methods in service innovation: Current trends and future perspectives}, publisher = {Fraunhofer Verlag}, address = {Stuttgart}, isbn = {978-3839603604}, pages = {97}, year = {2012}, language = {en} } @article{BilgramBartlBiel2011, author = {Bilgram, Volker and Bartl, Michael and Biel, Stefan}, title = {Getting Closer to the Consumer - How Nivea Co-Creates New Products}, series = {Marketing Review St. Gallen}, volume = {28}, journal = {Marketing Review St. Gallen}, number = {1}, publisher = {Springer Science and Business Media LLC}, issn = {1865-6544}, doi = {10.1007/s11621-011-0005-5}, pages = {34 -- 40}, year = {2011}, abstract = {Co-creation has become a prevalent approach taken by innovation leaders to excel in innovation management and complement internal R \& D activities. In this article the authors will introduce the co-creation process at Nivea and describe how Nivea co-developed a new deodorant with consumers. The focus will be on two different co-creation tools - the netnography method geared to gain consumer insights from social media and an online co-creation session to evaluate and further enrich ideas.}, language = {en} } @incollection{BartlJaweckiBilgrametal.2011, author = {Bartl, Michael and Jawecki, Gregor and Bilgram, Volker and Philipp, Wiegandt}, title = {The BMW Group co-creation lab: from co-creation projects to programmes}, series = {Discontinuous innovation: Learning to manage the unexpected}, booktitle = {Discontinuous innovation: Learning to manage the unexpected}, editor = {Bessant, John}, publisher = {IMPERIAL COLLEGE PRESS}, isbn = {9781848167803}, issn = {0219-9823}, pages = {179 -- 203}, year = {2011}, language = {en} } @inproceedings{JaweckiBilgramWiegandt2010, author = {Jawecki, Gregor and Bilgram, Volker and Wiegandt, Philipp}, title = {The BMW Group Co-Creation Lab: Managing an Innovation Hub for a Panopticon of Users}, year = {2010}, language = {en} } @inproceedings{BilgramBartlBiel2010, author = {Bilgram, Volker and Bartl, Michael and Biel, Stefan}, title = {Successful Consumer Co-Creation: The Case of Nivea Body Care}, year = {2010}, language = {en} } @article{BilgramJawecki2011, author = {Bilgram, Volker and Jawecki, Gregor}, title = {Erfolgsmessung von Open-Innovation-Projekten}, series = {Controller Magazin}, volume = {36}, journal = {Controller Magazin}, number = {4}, publisher = {Verlag f{\"u}r ControllingWissen AG}, address = {M{\"u}nchen}, pages = {60-65}, year = {2011}, language = {de} } @article{BrunswickerBilgramFueller2017, author = {Brunswicker, Sabine and Bilgram, Volker and Fueller, Johann}, title = {Taming wicked civic challenges with an innovative crowd}, series = {Business Horizons}, volume = {60}, journal = {Business Horizons}, number = {2}, publisher = {Elsevier BV}, issn = {0007-6813}, doi = {10.1016/j.bushor.2016.11.001}, pages = {167 -- 177}, year = {2017}, abstract = {Civic challenges such as urban mobility and energy problems offer new corporate innovation opportunities. However, such challenges are wicked and difficult to tame. They require novel solutions that account for and integrate contradictory perspectives within the local innovation ecosystem of firms, governments, and citizens. This article presents a successful civic innovation crowdsourcing project case study, in which multinational firm Bombardier encouraged a global civic crowd to co-create visionary solutions to the challenge of future mobility in crowded cities around the world. Bombardier recruited a global crowd of 900 individuals and facilitated the citizen development of more than 215 solutions of unique firm value. We explore the process and outcome of this crowdsourcing project and derive actionable design principles for a three-phased civic innovation crowdsourcing process including: (1) crowd construction, (2) crowd knowledge acquisition, and (3) crowd knowledge assimilation. This process enables the crowd to integrate members' diverse and contradictory knowledge proactively at both the team and individual levels. Additionally, the crowd is able to balance extension of existing local solutions and exploration of path-breaking technologies and solution concepts.}, language = {en} } @article{RupprechtBilgram2024, author = {Rupprecht, Nick and Bilgram, Volker}, title = {Maßgeschneiderte KI: Wie Custom GPTs skalierbare Startup- Unterst{\"u}tzung neu definieren}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {3}, publisher = {Erich Schmidt Verlag GmbH \& Co. KG}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2024.03.07}, pages = {6}, year = {2024}, abstract = {Der Aufstieg von Chatbots auf Basis von Large Language Models (LLMs) hat die generative KI demokratisiert und sie einer breiten {\"O}ffentlichkeit zug{\"a}nglich gemacht. Immer mehr Menschen greifen heute auf Chatbots wie ChatGPT zur{\"u}ck, um allt{\"a}gliche Aufgaben wie das Verfassen von E-Mails oder die Ideengenerierung zu beschleunigen (Bilgram et al., 2023; Cooper \& Brem, 2024; Joosten et al., 2024). Ein besonders bedeutender Fortschritt in diesem Zusammenhang ist die Einf{\"u}hrung der „Custom GPTs" durch OpenAI, die es Nutzern erm{\"o}glicht, individualisierte Versionen von ChatGPT zu erstellen (OpenAI, 2023). Dabei k{\"o}nnen Nutzer ihren GPT durch individuelle Anweisungen und externe Datens{\"a}tze mit dom{\"a}nenspezifischen Informationen so anpassen, dass er sehr spezifische Aufgaben erledigen kann.}, language = {de} } @article{GoertzBilgram2024, author = {G{\"o}rtz, Sarah and Bilgram, Volker}, title = {Transformation des Innovationsmanagements durch generative KI}, series = {Ideen- und Innovationsmanagement}, journal = {Ideen- und Innovationsmanagement}, number = {2}, publisher = {Erich Schmidt Verlag GmbH \& Co. KG}, issn = {2198-3151}, doi = {10.37307/j.2198-3151.2024.02.06}, year = {2024}, abstract = {Etwas {\"u}ber ein Jahr ist seit dem Launch von ChatGPT vergangen. Seither str{\"o}men t{\"a}glich neue Tools auf den Markt und ver{\"a}ndern unseren Arbeitsalltag maßgeblich. Gerade im von Natur aus oft diffusen Bereich der Innovation ist daher ein strukturierter Transformationsansatz notwendig, um generative K{\"u}nstliche Intelligenz (KI) in Innovationsprozesse zu integrieren. Wir ziehen Bilanz aus unseren Kund:innenprojekten und stellen zwei Ans{\"a}tze vor, wie man das Potenzial generativer KI systematisch erschließen kann. Die Vorteile beider Ans{\"a}tze sowie ihre Eignung in unterschiedlichen Konstellationen werden gegen{\"u}bergestellt und diskutiert.}, language = {de} } @incollection{StadlerBilgram2016, author = {Stadler, Dorothee and Bilgram, Volker}, title = {Gamification: Best Practices in Research and Tourism}, series = {Open Tourism}, booktitle = {Open Tourism}, publisher = {Springer}, address = {Berlin ; Heidelberg}, isbn = {9783642540899}, pages = {363 -- 370}, year = {2016}, abstract = {Recently "gamification"—applying game-mechanics to a variety of non-game fields—has become a hot topic in a variety of industries, given its wide array of purposes. Simply put, gamification can incorporate existing products into part of an enjoyable experience, and turn business and innovation processes into compelling tasks. For instance, gamification applied to new market research has been found not only to stimulate user engagement but also to improve the quality of the data. The reasons are simple: participants who are deeply immersed in the process are more likely to reveal insights into latent needs and propose solutions to problems. In the following chapter, we will show examples on how gamification can be used in new market research and in tourism to boost consumers' experience and induce favourable results. We conclude by suggesting that the concept of gamification may be conceived as a powerful enabler and amplifier of individual value co-creation.}, language = {en} }