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Co-Opting Customer Competence
Abstract
Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles that companies play in their dealings with other companies. Business practitioners and scholars talk about alliances, networks, and collaboration among companies. But managers and researchers have largely ignored the agent that is most dramatically transforming the industrial system as we know it: the consumer. In a market in which technology enabled consumers can now engage themselves in an active dialogue with manufacturers-a dialogue that customers can control - companies have to recognize that the customer is becoming a partner in creating value. In this article, authors C.K. Prahalad and Venkatram Ramaswamy demonstrate how the shifting role of the consumer affects the notion of it company's core competencies. Where previously, businesses learned to draw on the competencies and resources of their business partners and suppliers to compete effectively, they must now include consumers as part of the extended enterprise, the authors say. Harnessing those customer competencies won't be easy. At a minimum, managers must come to grips with four fundamental realities in co-opting customer competence: they have to engage their customers in an active, explicit, and ongoing dialogue; mobilize communities of customers; manage customer diversity; and engage customers in cocreating personalized experiences. Companies will also need to revise some of the traditional mechanisms of the marketplace - pricing and billing systems, for instance-to account for their customers' new role.
... Unlike closed innovation systems, it also supports extending a firm's knowledge search strategy beyond its boundaries [8]. In this way, companies engage with customers [9], suppliers [10] and non-governmental organizations [10], involving various stakeholders, such as competitors, in a value creation strategy [7]. To integrate these stakeholders, companies can build a variety of engagement strategies across a variety of co-creation events and processes, such as crowdsourcing [11]. ...
... Unlike closed innovation systems, it also supports extending a firm's knowledge search strategy beyond its boundaries [8]. In this way, companies engage with customers [9], suppliers [10] and non-governmental organizations [10], involving various stakeholders, such as competitors, in a value creation strategy [7]. To integrate these stakeholders, companies can build a variety of engagement strategies across a variety of co-creation events and processes, such as crowdsourcing [11]. ...
... In this way, open innovation serves as a tool to minimize business risks [16] and improve corporate performance, innovation performance quality [7], product scope and market share [10]. This is useful in companies that report the same variety of positive results. ...
Investments in the strategic development of the biopharmaceutical industry are increasing in both developed and developing countries. The biopharmaceutical industry is a technology-intensive industry where securing original technology and intellectual property rights is important. The role of open innovation is becoming more important due to the enormous research and development (R&D) funds and long development period in the early development process, and open innovation (OI) is becoming more important in the corporate world. Many empirical studies have been conducted on the impact on performance. However, the contextual factors that affect the relationship between OI activities and innovation performance have received relatively little attention, and studies from the perspective of developing countries catching up with developed countries are even rarer. Accordingly, this study examined the moderating effects (government R&D support, absorptive capacity, and alliance management capacity) that affect open innovation and innovation performance in the biopharmaceutical industry using data from Korea, one of the most representative latecomer countries in the biopharmaceutical industry. The basic information, OI activities, and patent achievements of Korean biopharmaceutical firms were collected and organized into a database. Samples with missing or incorrect information were excluded, and 527 firms were analyzed. Negative binomial regression analysis was performed considering the characteristics of patent performance, which is the dependent variable, and a time lag of one to two years was assumed considering the time required to generate results. OI in the form of technological cooperation, rather than technology purchasing, has a positive effect on patent performance. Meanwhile, the greater the absorptive capacity and government R&D support, the greater the positive impact of technological cooperation on patent performance. Conversely, the greater the alliance management capacity, the greater the positive impact of technological cooperation. These results indicate that the impact of OI activities on technological innovation performance may vary depending on context.
... First, this study contributes to the expansion of value co-creation theory. Since the concept of value co-creation was introduced by Prahalad and Ramaswamy (2000), the role of customers within the industrial value chain has become increasingly prominent. Recent international studies have started to explore value co-creation in sports tourism, particularly in countries like the United States and the United Kingdom. ...
... Event tourists also generate unique situational value, which subsequently triggers the realization of social and economic values. This aligns with the customer experience logic proposed by Prahalad and Ramaswamy (2000). As an innovative product of mass tourism, participatory sports event tourism has infused new cultural vitality into both service content and practice forms. ...
This study adopts a mixed methods approach to investigate the realization process of value co-creation in participatory sports event tourism by examining the pathways linking predisposing factors, process factors, and outcome factors in event tourists’ value co-creation behaviors. The findings illuminate the unique dimensions of value co-creation in participatory sports event tourism. Governments and event organizers play a pivotal role by proposing value initiatives and fostering co-creation environments through proactive measures, thereby shaping the conditions conducive to co-creation behaviors among event tourists. Embedded in the value co-creation process, tourists’ behaviors are driven by the interplay of their intrinsic motivations and external environmental factors. Their co-creation activities follow patterns of interaction and resource integration, generating diverse experiential values. This study provides innovative strategies for value enhancement to event organizers and offers theoretical insights for governmental governance in sports tourism development.
... Co-creation, as defined above, is a form of engagement between businesses and end users that is also about identifying new and emergent value opportunities for both parties. 3 ...
... The ACL anthology search of 7-Oct-2024 results in 146 relevant works.3 More details on the differences and similarities between these three terms can be found in Josh Morrow's post[42] ...
Sign language machine translation (SLMT) -- the task of automatically translating between sign and spoken languages or between sign languages -- is a complex task within the field of NLP. Its multi-modal and non-linear nature require the joint efforts of sign language (SL) linguists, technical experts and SL users. Effective user involvement is a challenge that can be addressed through co-creation. Co-creation has been formally defined in many fields, e.g. business, marketing, educational and others, however in NLP and in particular in SLMT there is no formal, widely accepted definition. Starting from the inception and evolution of co-creation across various fields over time, we develop a relationship typology to address the collaboration between deaf, Hard of Hearing and hearing researchers and the co-creation with SL-users. We compare this new typology to the guiding principles of participatory design for NLP. We, then, assess 110 articles from the perspective of involvement of SL users and highlight the lack of involvement of the sign language community or users in decision-making processes required for effective co-creation. Finally, we derive formal guidelines for co-creation for SLMT which take the dynamic nature of co-creation throughout the life cycle of a research project into account.
... Value co-creation generally results from the valuable interactions between brands and consumers (Prahalad & Ramaswamy, 2000). Therefore, this concept overturns the previous logic in which supply and demand were seen as opposite sides (Galvagno & Dalli, 2014). ...
... As stated, brands' response to the value co-creation phenomenon (i.e., brand cocreation) is given by the understanding of a new, central, (pro)active role of consumers as opposed to the previous passive role as a target, in which co-ideation, co-development, and co-design of new products have become the norm (Cova & Dalli, 2009). This customer-centric view is fueled by brands' coherent way of behaving, including increased transparency and information sharing about products and brands themselves (Sheth et al., 2000;Prahalad & Ramaswamy, 2000;Vargo & Lusch, 2004, 2008Rather et al., 2019). Therefore, today not only the value creation concept but also the brand concept is mainly different from the past (Aaker, 2012). ...
There has been a significant growth in the service sector in recent years. In addition to the growth in the service sector, the critical role played by services in the development of the manufacturing sector may signal that many manufacturing businesses are moving toward providing quality and efficient services. One of the critical points of delivering a quality and effective service is to create loyal customers, provide engagement, and make innovation because while other sectors are more product innovation-based, service works process-based. Creating brand loyalty and consumer engagement and being an innovator enable retaining existing customers, protecting companies against competitors, and contributing to their financial values. On the other hand, creating brand loyalty has become more complex and sensitive. For this reason, it is crucial to examine the issue in terms of services and different service sectors. In this part of the book, service trends, brand co-creation, service brand innovation, and customer–brand relationships in tourism are evaluated, and examples of business practices are discussed.
... The concept of value co-creation was first formally proposed by Prahalad and Ramaswamy in 2000, who argued that value co-creation is a model of the co-creation of value between consumers and enterprises [16]. With the development of the theory of value co-creation, the connotation of value co-creation has the following two main representative directions: first, value co-creation based on the logic of customer experience, which emphasizes the provision of personalized products and services for customers [16], and second, value co-creation based on the service-dominant logic, which emphasizes the process of interactions between the various subjects involved in value co-creation [17]. ...
... The concept of value co-creation was first formally proposed by Prahalad and Ramaswamy in 2000, who argued that value co-creation is a model of the co-creation of value between consumers and enterprises [16]. With the development of the theory of value co-creation, the connotation of value co-creation has the following two main representative directions: first, value co-creation based on the logic of customer experience, which emphasizes the provision of personalized products and services for customers [16], and second, value co-creation based on the service-dominant logic, which emphasizes the process of interactions between the various subjects involved in value co-creation [17]. This study follows the mainstream understanding of value co-creation based on the service-dominant logic and defines value co-creation as the process of creating value through the interaction among and integration of multiple resources to maximize the benefits of each participating subject in a certain system for themselves, other participating subjects, and even the system as a whole [18]. ...
To help enterprises utilize digital technologies to increase their green innovation awareness and behavior and further clarify the “black box” of this process, this study first develops a theoretical framework to explain the mechanism of the functional attributes of digital technology, stakeholder value co-creation, and enterprise green innovation. Data are subsequently gathered from 342 manufacturing enterprises, and the meditation and moderation hypotheses are empirically analyzed using hierarchical regression and the bootstrapping method. A robustness test is conducted via data grouping. The findings indicate that digital technology openness and affordance have a positive effect on green product innovation and process innovation through value co-creation between businesses and stakeholders. Additionally, digital technology self-growth positively moderates the indirect effect of digital technology affordance on the green innovation of enterprises through value co-creation.
... Value cocreation is derived from value creation 7,8 and refers to enterprises' establishment of interactive platforms to engage consumers, and promote interaction between enterprises and consumers, and achieve value cocreation with stakeholders ultimately thereby. [9][10][11][12][13] The concept of value cocreation emphasizes that value is not derived solely from producers, but is established on the basis of consumers' involvement, and originates from the collaborative creation of value between consumers and enterprises or other relevant stakeholders. 10,13,14 Currently, value cocreation is divided into two forms: economic and social. ...
... [9][10][11][12][13] The concept of value cocreation emphasizes that value is not derived solely from producers, but is established on the basis of consumers' involvement, and originates from the collaborative creation of value between consumers and enterprises or other relevant stakeholders. 10,13,14 Currently, value cocreation is divided into two forms: economic and social. 15,16 Economic value cocreation refers typically to the process in a business environment where enterprises and customers create economic value collaboratively. ...
In the context of the digital economy era, it is urgent for Chinese state-owned enterprises (SOEs) to engage in social value cocreation activities. The government and consumers’ roles in SOEs’ social value cocreation system cannot be ignored. Therefore, it is necessary to explore the tripartite social value cocreation model involving the government, SOEs, and consumers. In this respect, this study constructs a tripartite evolutionary game model of the government, SOEs, and consumers, and explores the influencing factors and evolutionary mechanism of the system overall. Matlab software is used to analyze the simulation data. The results reveal that the prerequisite for SOEs’ successful social value cocreation is that consumers receive additional social value benefits greater than the level of improvement in social welfare. The allocation coefficient of consumers’ additional social value benefits, the degree of the government's digital empowerment subsidy, and the level of the punishment for SOEs that violate the government's cocreation requirements will accelerate the achievement of equilibrium in the social value cocreation system, without affecting the final equilibrium result. By analyzing the strategic choices and interactive relationships among the government, SOEs, and consumers in social value cocreation in-depth, this study offers suggestions to promote the government, SOEs, and consumers’ participation in social value cocreation. This research contributes to clarifying SOEs’ social value cocreation model and has significant implications for promoting enterprises’ high-quality development.
... OSCs are the unique phenomenon to the IT industry, and the existing VCC framework could not cover such segmented areas. In order to address the above problem of adaptation, Yang and YS [7] introduced the concept of Open-Source Value Co-Creation(OSVCC) which is a VCC system based on common goals and values and following the rules of OSCs, and emphasized that OSVCC is distinct from customer experience [8] and service-dominant(S-D) logic [9]. OSVCC, as a "beyond software" paradigm, prompts the IT companies to shift from product or service focus to engagement focus [10]. ...
... After more around 20 years of development, VCC theory has formed two main research perspectives [11]. One research perspective of the VCC theory is based on customer experience, and it mainly focuses on the creation of personalized customer experience value through the interaction between customers and suppliers [8,12]. However, there are only participants and contributors, and no clear customer-supplier distinction in the OSCs. ...
Open-source communities(OSCs) are gaining significant attention in the current business environment of information technology(IT). More and more IT companies and individuals are exploring how to achieve innovation through open-source collaboration, and value co-creation(VCC) in the OSCs has become a trend. Therefore, it is particularly important to examine the mechanism of OSCs under the background of VCC theory. This study proposes a conceptual framework of open-source value co-creation (OSVCC), which is characterized by openness, sharing, collaboration, and freedom, for understanding the internal mechanisms and contextual conditions in the relationship between OSCs participants. This study constructed a pairwise combined four-category classification model combining the perspectives of the commercialization level (low and high) and the maturity stage (developmental and mature) of the OSCs. Based on the model, this study selects and analyzes four presentive cases of OSCs using a multiple case study approach. Then, this study proposes a framework for OSVCC to identify the crucial factors that promote the successful implementation of innovation and value creation. The OSVCC framework encompasses three primary participants, effective VCC processes, and key open-source principles. This study offers valuable managerial implications for enterprises that plan to participate in OSCs.
... co-creation with their suppliers [11]. Value co-creation theory highlights the importance of collaboration and the integration of resources for a win-win situation in a commercial relationship [12][13][14]. Previous research has found that personal relationships are beneficial for value co-creation [15,16]. ...
... Early on, AI as technology raised the question of its coexistence with humans on a philosophical, but also practical level. In marketing research, the concept of value cocreation became a popular theory to describe interactions between two parties to jointly create value [12][13][14]. The use of interaction is considered as a basis for co-creation [13] (p. 5). ...
Artificial intelligence (AI) has significantly disrupted B2B markets, impacting companies at the product, service, and organizational levels. A key focus is on how to leverage the power of AI to augment and automate activities to create value for customers. One specific form of value creation investigated in marketing is co-creation between parties. Introducing AI into the co-creation process is exciting due to its technological characteristics and the anticipated business value it can bring. This study explores the state of the art in co-creation with AI in B2B markets. It examines how buyers, suppliers, and technology providers interact, along with their motives and characteristics. Furthermore, it investigates the processes enabling these interactions, from the form of AI used and AI tool integration to the necessary capabilities of other actors involved. Finally, this study examines the content of co-creation described in the existing literature and the value created jointly. This review contributes to delineating the interaction between human and non-human actors in a B2B co-creation ecosystem. The implications of this research provide B2B companies with a discussion about the actors, motives, characteristics, processes, and content of co-creation with AI in B2B drivers and barriers of AI for co-creation, mapping the way for success.
... Consequently, the relationship among firms shifts from single competition to integrated competition-cooperation (Mathews and Cho 2000). On the other hand, digital technology shifts the key of value creation from R&D activities to the interaction between firms and customers (Prahalad and Ramaswamy 2000). Consumers are more inclined to participate in design, R&D, and production activities. ...
Inclusive growth has garnered widespread concern due to the increasing imbalance between economic development and outcome sharing. Existing studies primarily explore the determinants of inclusive growth from the macro-system and regional strategy levels. We aim to analyze the impact of digital technology on inclusive growth from a micro perspective. Using a sample of Chinese A-share listed firms from 2005 to 2020, we find that digital technology promotes inclusive growth, especially in non-state-owned enterprises (non-SOEs). This effect is achieved by strengthening division and cooperation within the supply chain, improving corporate governance, and optimizing information disclosure. Heterogeneity analysis reveals that the effect is more pronounced after the 18th National Congress of the Communist Party of China and for firms in highly-competitive industries. Furthermore, the inclusive growth mainly exhibits an increase in unit labor remuneration and tax payment. Overall, our findings demonstrate that digital technology enhances firms’ ability and willingness to creation and share value among multiple stakeholders.
... Although efforts to involve customers as sources of information (CIS) can benefit aspects of new venture performance, relying on customers as co-creators (CIC) might not produce similar results. Co-creation was popularized by Prahalad and Ramaswamy (2000 where they encouraged marketing managers to collaborate with customers and shifted attention to the market as a place where firms and customers work to co-create value together. Scholarship has extended this research to focus attention away from the product itself as the unit of analysis and toward the idea that value resides in the benefits customers perceive through consumption and ownership of the offering (Gro¨nroos, 2006;Vargo & Lusch, 2004). ...
This study investigates whether male and female entrepreneurs exhibit systematic differences in the customer learning actions they pursue, and how those actions convert to venture performance. Drawing from a dyadic sample of founders and startup advisors in the high-technology context, we explore the effects of two alternative customer learning actions—customer involvement as an information source (CIS) and customer involvement as co-developers (CIC). We find that, compared to male entrepreneurs, female entrepreneurs engage in higher levels of both types of customer learning actions (CIS and CIC). Contrary to research from the large established firm context, we find CIS and CIC have conflicting startup performance implications—CIS is beneficial, but CIC is detrimental.
... Co-creation is an evolving paradigm which has developed from the idea of the willingness of customers to participate in the design and creation of products and services (Prahalad and Ramaswamy, 2000). As a result, co-creation can also increase the possibility of adopting certain products, which could benefit the CLCT artefact in general. ...
Construction companies have issues meeting building demands, and supply chain management promises are only sometimes fully utilized in practice. This paper investigates an IT artefact called the Construction Logistics Control Tower (CLCT). A CLCT is a control tower artefact specifically focusing on optimizing construction logistics activities across the supply chain. We distinguish four potential construction logistics application fields
and, therefore, describe four potential variants of the CLCT. We design and narrow down these alternatives by applying a form of co-creation in which stakeholders design and set requirements for the artefact of interest. Our goal is to develop a reference architecture for the strategic and operational form in Enterprise Architecture. We focus on a transportation-based CLCT, which has a strategic component, i.e., it predicts and manages long-term logistics activities regarding construction, and an operational one, i.e., it operationalizes and executes daily transportation processes to support construction activities. Our work provides a core enterprise architecture diagram describing this CLCT variant’s main functionalities. Next, we find that three key technologies need to be combined to realize such a system: Building Information Modelling, Geographic Information System and Transportation Management System. We discuss potential hurdles in the integration process and reflect on potential solutions. In the end, we envision that the construction of such a CLCT takes both a bottom-up and top-down approach but at least should be supported by a large consortium of stakeholders, constructing and supporting the system from their interests.
... Therefore, EWF designers should focus on developing visually appealing designs using technologies such as AI, offering innovative features (e.g., multipurpose beds combining bed and table functionalities), and enhancing aesthetics to align with consumers' expectations. Marketers can leverage the concept of 'value co-creation' [75] through internet platforms to involve consumers in the design process, thereby enhancing engagement and fostering favorable attitudes toward EWF. ...
... Enterprises create and provide value, while customers primarily consume it, with each playing different roles in the value creation process (Normann & Ramirez, 1993). Value co-creation originated from co-production (Jian et al., 2016), and from the perspective of customer experience and competition theory, it evolves into a shared consumption experience between enterprises and consumers through dialogue and interaction (Prahalad & Ramaswamy, 2000). From the service-dominant logic perspective, value co-creation is seen as a collaborative process where both the enterprise and the customer benefit each other (Vargo & Lusch, 2004). ...
In an era dominated by big data and artificial intelligence, algorithms serve as facilitators across various application scenarios, creating complex layers of interaction. This research develops a theoretical framework based on social exchange theory, social information processing theory, and the stereotype content model to explore user responses to the accuracy and interpretability of algorithmic recommendations and to identify the mediating factors influencing their willingness to engage in value co-creation. The study’s findings reveal that: (1) In high-accuracy scenarios (vs. low-accuracy), users perceive algorithmic recommendations as more competent and warmer, which enhances their willingness to engage in value co-creation, with perceived competence and warmth serving as mediators. (2) In scenarios with strong interpretability (vs. low interpretability), users similarly perceive recommendations as more competent and warmer, increasing their willingness to participate in value co-creation, with perceived competence and warmth acting as mediators. This research provides a practical framework for enterprises offering algorithmic recommendation services, guiding them in fostering greater user participation in value co-creation.
... Co-creation and stakeholder engagement are crucial for shaping corporate competitive strategies and for sustainable transitions. Unlike the market-based view (MBV), the resource-based view (RBV) research reinforces the relevance of co-creation for corporate success [1][2][3]. Originally, industrial co-creation processes evolved from co-production, where consumer participation was integrated in the supply chain with the aim of cost minimization (e.g., IKEA) [4] in the 1990s. This evolution marked a significant milestone as IKEA launched "Co-Create IKEA" in 2018, establishing a digital platform for customer-driven product development. ...
To address energy transition through a net-zero built environment, significant citizen activation and participation is crucial. The chapter aims to identify the challenges, outline best practices in citizen co-creation based on the results of selected EU H2020 projects, and provide future research directions. Best practices are analysed in three phases. (1) Recruitment Phase : The first phase of engagement encompasses all the moments in which potential users are exposed to information that is relevant to participating in a specific project or programme until the moment in which they sign up. Core success factors for the set-up of a promising recruitment phase will be outlined. (2) Consumer Response Phase : In the second consumer response phase, strategies are directed at initiating and consolidating responses to innovative net-zero projects. This phase starts with the user’s own acts of planning and reflecting on how best to integrate existing into changing and rearranging urban and domestic living perceptions. (3) Persistence Phase: In the third phase (i.e., persistence), engagement strategies seek to maintain interest and continuous involvement in programmes. By prolonging interest and interaction over time, the goal of this phase is to ensure that participation remains sufficiently interesting and comfortable for users, transferring them to ambassadors and multipliers for innovative solutions. The chapter provides a co-creation framework with project insight-based best practice recommendations and proposes a clustering of stakeholders according to a quintuple helix approach and a stepwise phase approach towards the set-up of net-zero built environment projects.
... Value co-creation consists of the customers' active participation and engagement, using their skills and knowledge, in the process of service (Prahalad & Ramaswamy, 2000), leading to more personalised and meaningful experiences (Solakis et al., 2022). To enhance visitor satisfaction at tourism destinations, it is essential to provide activities that encourage customers' active participation, as visitors now tend to be part-producers of their experiences rather than mere consumers (Tunde-Ajayi, 2021). ...
This paper investigates the relationship between value co-creation, delight, satisfaction, and loyalty in the hospitality sector, considering the perceptions of hotel customers in Portugal. To gain deeper insights into hotel customers‘ perception of delight, developing and testing an integrated model was undertaken by examining the relationship between these variables to expand the theory of customer delight when related, as a novelty, with value co-creation, customer satisfaction, and loyalty. The data for this investigation was collected through a questionnaire administered to 178 hotel customers. The gathered data was then subjected to both descriptive and inferential analysis. To test the integrated model, the researchers used the partial least squares (PLS) technique and validated it using Smart PLS 4.0 software. On the one hand, the results show that value co-creation has a direct positive effect on customer delight and, subsequently, influences the effect of customer delight on customer loyalty. On the other hand, value co-creation has a direct positive effect on customer satisfaction, which, in turn, positively influences loyalty. All four proposed hypotheses are supported.
... The term value co-creation was first developed by Prahalad and Ramaswamy (2000) and was defined as customer participation in the processes of corporate value co-creation (Hajiabadi & Mohammad Shafiee, 2022). Recently, value cocreation has been defined as a mutual process, in which all the actors play roles in value creation, and value is created for each actor (Ramaswamy & Ozcan, 2016). ...
... Through various approaches, such as knowledge exchange, skill training, and organizational learning, companies enable users to control and allocate resources and services. This strategy not only allows for the reconfiguration of the company's resource allocation (Ramaswamy & Gouillart, 2010) but also fosters a sense of ownership in users as creators of value (Prahalad & Ramaswamy, 2000). Such an approach enhances user loyalty (Nadeem et al., 2021) and actively encourages users to participate in creating on-demand and customized products or services (Smedlund et al., 2018). ...
Sustainable development has become mainstream in today’s era, and sustainability education is gradually gaining attention worldwide. This study addresses the issue of significant resource waste and environmental pollution resulting from improper disposal of books idle after use in traditional education. In practice, based on the theory of value co-creation and using perceived value as a design indicator, we have innovatively developed a design proposal consisting of both an online service system and offline community management facilities to effectively address this issue. On the theoretical front, this study further expands the research focus on the theory of value co-creation in traditional research and constructs a community value co-creation reading behavior model, effectively enriching and extending previous research. Through the analysis method of structural equation modeling, the design project was validated, and the results indicate that the value co-creation proposed in this study can effectively promote users’ perception of service price value, quality/performance value, emotional value, and social value. Price value, quality/performance value, and emotional value all positively influence users’ intention to use, while social value indirectly affects intention to use through emotional value. Among these, price value is the core factor influencing users’ intention to use. This provides highly actionable insights for the development of sustainable economies and education.
... CI is an essential component of any service [34]. According to [35] OP must be supported by CI to strengthen and improve innovation. ...
... As this concept is increasingly adopted across various domains, its theoretical origins have become nebulous and challenging to trace 19 . Since Prahalad and Ramaswamy 20,21 emphasized that value is no longer created unilaterally by firms but is co-created through interactions between firms and customers, the concept of value co-creation has garnered significant attention from both academics and practitioners. The service-dominant logic (S-D Logic) propounded by Vargo and Lusch 22,23 has emerged as the primary explanatory framework for this theory, emphasizing that value is collectively generated by all participants involved in the process of service provision and exchange 24 . ...
With the rapid aging of populations and advancements in information technology, the development of intelligent elder-care service platforms (IESPs) has gained momentum. This paper examines the feasibility and strategies for constructing an IESP. Unlike commercial internet platforms, IESP facilitates transactions in elderly care services, which are quasi-public goods requiring government guidance and multi-stakeholder collaboration. Utilizing value co-creation theory, this study constructs a tripartite evolutionary game model involving a digital technology company, a social organization, and an elderly care service provider to analyze factors influencing stakeholder behavior. The findings reveal that sustained value co-creation is influenced by platform revenue, participation costs, reputation effects, and government subsidies. To optimize outcomes, the government should balance stakeholder interests, ensure reasonable profits for the digital company and social organization, and reduce participation costs through grassroots mobilization, data support, and subsidies for digital transformation. Strengthening reputation management and standardizing service evaluations are also crucial for achieving system equilibrium.
... Co-creation, originally introduced in the field of market research and posits that consumers can actively contribute to designing products (Prahalad & Ramaswamy, 2000). As co-creation becomes increasingly recognized as a transformative strategy applicable to many fields, especially in the face of social challenges and financial constraints, there is a pressing need for further research efforts in the urban planning and design research domain. ...
Researchers highlight that one significant intrinsic motivation for taking part in co-creations is a sense of place. Vice versa, some scholars indicate an enhanced sense of place can be achieved through community participatory strategies and place-making. However, there is a noticeable absence of empirical investigations into this seemingly reciprocal relationship. This study uses the Crow Island Beach Park development in Sri Lanka as a case study to explore the relationship between co-creation experience and the sense of place. Following an exploratory research design, data was collected through in-depth interviews with a purposive sample of sixteen members engaged in the beach park development. Subsequently, thematic and inverted pyramid-based co-occurrence analysis was employed within a qualitative research approach. The findings unveil a reciprocal relationship between the sense of place and the co-creation experience, marked by a spiraling-up dynamic. The findings further indicate variations in participants’ sense of place and co-creation experiences, providing valuable insights for planners, environmental managers and policymakers aiming to utilize active community participation for sensible and sustainable place-making.
... Nowadays, consumers are gaining a voice due to increasing proactivity and increasingly want to become more involved with companies and provide them with feedback interaction (Tierney et al., 2016;Galvagno & Dalli, 2014). They are no longer passive audiences but active players for companies (Prahalad & Ramaswamy, 2000). Consumers can develop and suggest ideas to firms to enhance the company's value proposition (Orcik et al., 2013). ...
The paper aims to confront consumers’ and businesses’ perspectives on the circular economy (CE) R-strategies' and to indicate the level of their implementation in value co-creation. The analysis are based on empirical studies conducted among companies and consumers in Poland in 2022 and 2023. The results indicate the initial stage of implementing the R-strategies among both groups. This demonstrates the continued need for their dissemination. Moreover, the actions taken by companies and consumers are only partially in line. Despite its great potential, the value co-creation process seems underestimated. The CE transition requires reconfiguring the activities carried out in companies in the offered value proposition, carrying out the company's processes and relations with external stakeholders, organising business architecture and its environment, and adjusting the company's individual functions and activities. However, before all, the companies must include consumers in planning R-strategies.
... The interplay between co-creation, consumer learning, and anticipation shapes behavior and word-of-mouth effects. The co-creation concept of Prahalad and Ramaswamy (2000) involves customers actively engaging in their consumption experiences, aligning with Vargo and Lusch's (2004) view of customers as co-producers of value. Complex products require deeper consumer learning to fully realize the benefits (Fornell et al., 1985). ...
Product shortages are known to slow down the diffusion process. However, we counterintuitively theorize and empirically demonstrate that under specific conditions of social influence, the diffusion process may be accelerated by early product scarcity. Using an Agent-Based framework and Genetic Algorithm-based estimation, we analyzed 20 product categories to identify the critical trade-off influencing diffusion: the interplay of the social influence ratio of waiting customers to adopters, the external influence, and level of product scarcity. Strategic managerial actions can accelerate the adoption of products. For example, in the case of fitness trackers, we were able to simulate speed-up by up to two years compared to the standard Bass model. Importantly, we introduce a novel framework to study competition dynamics, analyzing how the timing of market entry and the production capacity of competitors, along with the initial installed capacity of the pioneering firm affect diffusion speed. This acceleration, whether due to managerial foresight or serendipity, necessitates careful orchestration to harness the enthusiasm of waiting customers and strategically allocate marketing spending on social media platforms, thereby differentially amplifying the influence of adopters and potential customers.
... In this study we assume that the benefits to outcomes from user involvement in developing innovations will apply to all service innovations. Nevertheless, although it is likely to be difficult to understand user needs and consequently innovation characteristics that will produce desired outcomes without their inclusion in innovation development (Alves, 2013;Bason, 2018;Prahalad & Ramaswamy, 2000;Strokosch, 2013;Torfing, 2013;Vigoda-Gadot et al., 2008;Voorberg et al., 2015), it may not be impossible. User involvement could be substituted by drawing on the professional expertise and experience of government employees who deliver services to citizens (Hansen & Fuglsang, 2020) or external sources such as consultants or design firms that work closely with users. ...
Theories of a service or public sector logic stress that involving users in developing public sector innovations will produce better outcomes, but outcomes also could be influenced by the type of user involvement. We evaluate the relationship between interactive and non-interactive methods of involving users in innovation activities, along with six other factors, on a sample of management reported post-implementation outcomes from public sector innovations. A set-theoretic analysis is applied separately for service and process innovations to identify combinations (recipes) of eight factors associated with positive outcomes. Both interactive and non-interactive user involvement is associated with positive outcomes, but such involveme is always combined with other innovation capabilities or senior management support for innovation. The results have practical implications for managers for how to assemble resources to improve innovation outcomes.
... Co-creation emerged as a new paradigm in management studies, allowing customers and companies to jointly create value through collaboration [21]. Since its introduction in 2004, value co-creation has been extensively studied in the hospitality and tourism sectors [22]. ...
Sustainable ecotourism is tourism that meets the prerequisites of responsible travel and environmental conservation and improves the financial well-being of local businesses. This study investigates the role of ecotourism policy, innovation, and social media as direct antecedents of sustainable ecotourism development and the moderating role of environmental philanthropy. A quantitative process was used, and existing validated scales were used to develop the survey instrument. A partial least squares path modeling technique was utilized to test the model. The study results show that ecotourism policy, innovation, and social media significantly influence ecotourism development, and environmental munificence determines the moderating role. This study suggests that tourism firms and local businesses should focus more on innovations and their applications. The role of social media and influences should also be extensively promoted amongst locals, tourists, and firms to achieve sustainable ecotourism development. This study extends the research by using the sustainable tourism theory as the theoretical foundation and validating the moderating role of environmental munificence between innovation and sustainable ecotourism development.
... Additionally, recent marketing innovations, namely value cocreation, are a key driving force for promoting a sustainable consumption behavior (Liu et al. 2022). Based on the consumerled logic of the market (Vargo and Lusch, 2004), value cocreation is apprehended to help producers and consumers cocreate services and experiences (Prahalad and Ramaswamy, 2000). Although a natural embedded connection seems to exist between value co-creation and sustainable consumption behavior, the value co-creation concept is currently primarily applied to the service industry, such as the hotel service industry (Chatoth et al. 2013), and fashion industry (Acharya et al. 2018). ...
Facing sustainability challenges and the demand for green and high-quality food, smart agriculture has become a key solution, and understanding consumer preferences for its products is crucial for sustainable development. By employing a structural equation model and using the sample data of an online survey conducted in China, this study investigated consumers’ intention to purchase smart agricultural products, thereby examining the effects of value co-creation, cue utilization, attitude, and future orientation. According to the results, cue utilization positively affects value co-creation and attitude. In addition, value co-creation and attitude can promote consumers’ purchase intention. Moreover, future orientation positively moderates the effect of attitude on purchase intention. These findings have substantial practical implications for formulating marketing strategies aimed at promoting the consumption of smart agricultural products. By strengthening the effects of cue utilization, value co-creation, and future orientation, marketers can specifically target consumers and facilitate the transition to more sustainable consumption patterns.
... Studies (e.g. Prahalad and Ramaswamy, 2000;Prahalad and Ramaswamy, 2004;Prahalad and Venkat, 2004;Humphreys and Grayson, 2008;Vargo et al., 2008;Zwick et al., 2008;Vargo and Akaka, 2009;Chan et al., 2022) have referred to the concept of the prosumer as a person who creates value by creating shared value between consumers and companies as a result of their cooperation in providing manufacturing products and services. Furthermore, Dane (2019) and Hansen (2019) defined it as an individual or family that consumes and produces energy through renewable energy resources, stores excess energy or shares extra power with the utility network. ...
Purpose-The study aims to reveal the relative importance of each characteristic of a proactive prosumer and determine the role of each characteristic in improving technological innovation.
Design/methodology/approach-Our data were collected via emails using a final sample of 280 technical managers from Egypt's information technology (IT) firms who have some software development expertise. The data were analyzed using the iterative dichotomiser 3 (ID3) algorithm.
Findings-The results indicate that proactive prosumer characteristics (initiative and creativity) positively affect technological innovation. Furthermore, there is no technological innovation without initiative.
Research limitations/implications-This study uses ID3 decision tree analysis to analyze the role of proactive prosumers in technological innovation. It greatly advances the area by addressing the need for quantitative studies in administrative sciences. The study highlights initiative and creativity as essential innovation drivers, contributing to consumer and prosumption theories and the changing consumer-firm connection. The ID3 algorithm distinguishes the study from earlier statistical studies. The study's limitations advise increasing prosumer literature, studying psychological aspects and comparing cultures. Use various algorithms and moderator and mediator factors to improve methodology. Technical managers' opinions must also be understood.
Originality/value-This research contributes to the existing knowledge base by examining the intricate relationship between proactive prosumers and technological innovation. It offers a novel approach by employing the ID3 decision tree algorithm within the administrative sciences, a domain that needs to be explored in prosumer research. By bridging the methodological gap, this study addresses the need for more quantitative investigations into prosumers in the management field. Furthermore, it pioneers the application of artificial intelligence techniques to analyze the prosumer phenomenon quantitatively. The paper concludes by outlining potential avenues for future research.
... To address this question, our study draws on dynamic capability theory (Teece et al., 1997) and value co-creation theory (Prahalad & Ramaswamy, 2000) to investigate the interrelationship between digital platform capabilities, multi-actor value co-creation, and e-WOM in industrial internet platforms. Dynamic capability theory emphasizes that organizations develop flexible abilities to capture and orchestrate internal and external resources to better create business value (Teece, 2007). ...
Prior research has primarily focused on electronic Word of Mouth (e‐WOM) in consumer markets, lacking in‐depth exploration of its dynamics within B2B contexts. Addressing this gap, our study investigates e‐WOM in B2B markets on industrial internet platforms. Specifically, we examine how digital platform capabilities can be leveraged to create positive e‐WOM through multi‐actor value co‐creation processes. Utilizing a case study approach, we analyze heterogeneous data from multiple sources to understand how digital platform capabilities—such as digital ecological capability, digital coordination capability, and digital innovation capability—promote multi‐actor value co‐creation (including intrapreneurship within the focal firm, support for complementary products or services, and users' reciprocal participation), thereby disseminating positive e‐WOM in B2B markets. Our findings provide insights into e‐WOM in B2B markets and reveal the mechanisms of multi‐actor value co‐creation through which digital platform capabilities activate e‐WOM. This study enriches the theoretical framework of e‐WOM in B2B contexts and underscores the significance of digital transformation in enhancing interaction and collaboration among multiple actors on industrial internet platforms.
... Subsequent research indicated that customers consider the environmental implications of a company's operations in addition to economic ones. When consumers perceive that a service provider is focusing on environmental protection they are more likely to engage in mindful consumption (Prahalad & Ramaswamy, 2000;Nadeem et al., 2019). ...
The fast fashion business under fire for its detrimental effects on the environment, and the economy. A lot of companies are taking ethical marketing tactics to urge consumers to be more responsible and conscious while making purchases. Study measure the impact of consumer ethical marketing perception environmental protection on mindful consumption through mindfulness and ascription of responsibility. Quantitative cross-sectional survey approach used. Test model used 321 final responses. Variance-based partial least squares structural equation modeling (PLS-SEM) was employed to examine the survey data. The outcomes indicated that fostering a mindful consumption behavior marketing tactics can play significant role. Consumer perception of environmental protection strategies can enhance the consumer responsibilities and their mindful mindset. Which ultimately influence their behavior. The research offers insightful information on ethical marketing tactics that local markets may use to promote mindful behavior and to support sustainable policies and practices in the fashion industry.
... According to the logical basis of value co-creation, consumers are no longer passive recipients but actively participate in the process of value creation (Prahalad & Ramaswamy, 2000). Consumers co-create and share value through interactions with businesses, other consumers, and communities. ...
This article is dedicated to an in-depth analysis of how interest rate adjustments in the financial sector reflect subtle changes in macroeconomic policies and reveal the complex motivations behind the behavior of market participants. With qualitative research methods, we carefully examined the launch of China's inter-bank lending market in 1996, the removal of the deposit interest rate ceiling in 2015, and the comprehensive reform of the loan market interest rate quotation mechanism in 2019. This study examined the intrinsic connections between interactive behavior, experiential value, and value co-creation in the field of industrial heritage tourism, specifically focusing on the moderating role of cultural identity. The study used research methods like structural equation modeling to confirm that interactive behavior has a significant positive effect on value co-creation. It also found that cultural identity positively moderates the relationship between experiential value and value co-creation. These findings not only enrich relevant theories but also provide practical guidance for the development of industrial heritage tourism. The results indicate that industrial heritage tourism destinations should prioritize interactive experiences for visitors, design interactive activities that cater to diverse experiential needs, and enhance visitors' sense of identity with industrial heritage culture to facilitate value co-creation and promote sustainable development in industrial heritage tourism.
... Significant changes in marketing thought suggest that firms must co-create with their customers to meet their individual and dynamic needs. Value co-creation refers to the processes (using mostly intangible service-dominant resources) through which the providers collaboratively engage with customers to create value [4]. While collaboration with customers can span several business processes, one of the most important is collaborating to create value through equitable growth. ...
This paper investigates how financial services providers (FSPs) can engage in value cocreation with their microenterprise customers (CMEs) for sustainable
value cocreation. The potential of digital for value cocreation in inter-firm relationships is relevant because digital technologies such as mobile phone and
internet platforms are rapidly transforming the business landscape. The research question addressed is how do financial services firms and microenterprises
engage in sustainable value co-creation? It is a qualitative study (using phenomenological interviews and observations) of financial service providers (FSPs)
and their microenterprise customers (CMEs) in Ghana. The study builds on the model of Selander et al., (2010) by making contributions to sustainable
value co-creation determined through equitable growth supported by (1) entrepreneurial strategies, which are specified as the boundary definition and are
directly related to the firm’s innovation; (2) continuous innovations, which are the locus of innovation ranging from process to product emphasis; and (3)
monitoring, which is the mode of control used by the firm to capture value from its technology. Our study findings support the conclusion that digital is
the missing link to sustainable value cocreation through collaborating.
Online travel communities, with their diverse resource-based activities, serve as platforms for distinct user groups to interact and co-create unique forms of value. This research investigates the mechanisms of value co-creation in an online travel community context. By using netnography and semi-structured interviews with 32 online community users and employees, it identifies eight types of value co-creators and examines their engaged activities and interactions. The findings reveal that diverse engagement behaviors, coupled with the interconnection between online and offline interactions, facilitate the value co-creation process in an online travel community. This study advances the current tourism literature by developing a typology of value co-creators in online travel communities and sheds light on how value is co-created by multi-actors through both online and offline activities and interactions. Tourism organizations can utilize these findings to foster engagement and co-create value with and for stakeholders in online travel communities. Also available in Chinese. See Supplemental Material for details.
La cocreación de valor en el turismo es particularmente reciente en la ciencia de los servicios; los atractivos turísticos, el internet, los prestadores de servicios y la ciudadanía receptora inciden en la determinación de los roles que asume el turista en la cocreación de valor. Por ello, se exploró la participación de los turistas en el pueblo mágico de Orizaba mediante asociaciones de las variables categóricas que determinaron los principales roles que asume el turista en la cocreación de valor. La metodología se enfocó a determinar la existencia de relaciones entre variables nominales mediante la realización de pruebas estadísticas de asociación. Los hallazgos indicaron que la co-promoción, co-diseño, co-evaluación y co-consumo son los principales roles que asumen los turistas en la cocreación de valor, y consideraron su viaje al pueblo mágico de Orizaba como una experiencia única e inolvidable.
This study investigates the psychological benefits of value co-creation in tourism, focusing on its effect on hedonic and eudaimonic well-being. Although tourism has conventionally been associated with hedonic consumption, less consideration has been given to its fuller potential for bettering more profound psychological outcomes. Therefore, this research fills this gap by investigating how value co-creation activities enhance well-being. In particular, we propose that co-creation enhances positive emotions, empowerment, and social connectedness, providing both hedonic and eudaimonic well-being in the short and long run. We used data from 410 domestic travelers who participated in co-creation during their most recent trips and used structural equation modeling to investigate the links between co-creation behaviors and well-being outcomes. Results showed that positive emotions act as partial mediators in associations of co-creation behaviors with hedonic and eudaimonic well-being. The strongest drivers of psychological benefits involved empowerment and social connectedness. These findings spotlight the emotional and psychological dimensions of tourism marketing strategies, offering the potential for tourism businesses to achieve more significant customer satisfaction and long-term well-being benefits from travelers. These findings have valuable implications for managers pursuing meaningful customer relationships through value co-creation and enhancement of overall well-being through inspiring travel experiences.
Over the last few years, co-creation has gained momentum among companies to stimulate the participation of stakeholders inter alia, suppliers, customers, experts, and employees in the development of products and services. Teamwork technique was thus adopted to promote the sharing of ideas, creativeness and a better performance within the working group. According to the role played by the stakeholders and the opportunity for them to be included as part of the group, four types of co-creation were defined: crowdsourcing, community co-creation, coalitions, and expert co-creation. In this vein, urban living labs (ULLs) were conceived as an arena for innovation where teamworking methods are applied to integrate participants in developing products, services and processes by exploring, examining, experimenting, testing and evaluating creative proposals in real contexts. This chapter aims to characterize ULLs as interactive urban spaces where co-creation is boosted in the pursuit of solutions to overcome major urban challenges along with the achievement of the Spanish Urban Agenda as an adaptation of the 2030 Agenda to the urban realm. ULLs conducted in the Spanish city of Madrid from the beginning of the century were examined as case study to determine their contribution to the co-creation process. Findings revealed that collaborative projects prevail over co-created initiatives. Furthermore, only three out of the sixteen analysed ULLs employed prototyping workshops resulting in tangible products, by contrast to the remaining labs geared towards construction and sharing of knowledge.
Bu makale, birlikte marka yaratma konusuna ilişkin bir bibliyometrik çalışma aracılığıyla konunun kavramsallaştırılmasını ele almaktadır. Çalışma, literatürde 2005 - Şubat 2024 yılları arasında WoS veri tabanında yer alan 1.092 İngilizce makale temelinde gerçekleştirilerek, eş-oluşum tekniğine göre VOSviewer ile haritalandırılmış ve değerlendirilmiştir. Analiz neticesinde ana temalar içerisinde yer alan alt-unsurların hem küme içerisinde hem de kümeler arası ağ mekanizması görsel haritalandırma ile hipotetik modeli kurgulanmıştır. Yapılan analizde altı ana tema ve bu temalar içerisinde yer alan otuz dokuz alt-tema belirlenmiştir. Ana temalar küme olarak kitlesel bağlanım, markaya anlam katma, marka güveni, sürdürülebilir marka, hizmet temelli marka ve turizm olarak isimlendirilmiştir. Elde edilen bulgular ışığında, en yüksek bağlantı gücüne sahip küme, kitlesel bağlanım olarak adlandırılan birinci kümedir. İlgili konunun genel kavramsal yapısında hizmet ağırlıklı bir örtük unsurun yer aldığı görülmektedir. Ayrıca birlikte marka yaratma süreci, marka etkin bir şekilde yönetildiğinde ve sürdürülebilir kılındığında anlamlı hale gelir. Elde edilen bilgiler ışığında birlikte marka yaratma konusunun, değer odaklı birlikte yaratma alanıyla ilgili ancak bunun ötesinde kendi literatür alanını oluşturma potansiyeli olan bir çalışma alanı olarak geliştiği görülmektedir.
The higher education sector is embroiled in a continuous digital transformation process, resulting in a significant need for an innovative business model need for an innovative business model. Private universities are required to survive amidst competition in this digital era. The need for an innovative business model is reinforced by the fact that Student Satisfaction (SS) still needs to improve at Private Universities in West Java, Indonesia. This research develops a Smart University Image (SUI) as a novelty in a new business model to increase SS. In addition, SUI was developed because brand image theory was deemed insufficient and inconsistent from a semantic or functional standpoint when applied to a smart university (SU). The SUI dimensions developed are Cognitive, Conative, Emotive, and Collaborative. This research also aims to develop and test the SUI model synthesized from Relationship Marketing. A quantitative method is used in this research using proportional purposive sampling data collection techniques. The questionnaire distribution was based on the criteria of respondents who were second and third-year students at private universities (PU) in West Java, Indonesia, and were classified as SU. The data analysis used Structural Equation Modeling (SEM), partial model test, and Sobel test to determine the strength of the mediation role in this research model. The findings of this research state that the SUI relationship significantly affected SS, which means it is appropriate to be applied to new business models in the higher education sector. The recommendations from this research findings are that private universities need to develop business models that apply high technology to create student engagement and SS in the framework of a smart university.
This study explores the sharing economy through the lens of service ecosystem theory, focusing on how resource integration and value co-creation enhance competitiveness. Using a conceptual framework and case study analysis of platforms like Airbnb and Uber, the research examines the systemic interactions among actors within these ecosystems. The findings highlight the dual role of these platforms as drivers of innovation and instruments of platform capitalism. Practical and theoretical contributions include strategies for fostering resilience and sustainability in dynamic market environments.
Interaction is at the core of value co-creation. Consumer engagement in live streaming interactions not only results in obtaining additional product information but also gains interactive value. From the perspective of value co-creation, this paper studies the optimal sales strategy selection for brands in three sales modes: traditional e-commerce, brand live streaming and influencer live streaming. Further, this paper designs an incentive mechanism to attract consumers to participate in value co-creation under two live streaming sales modes and explores the impact of the incentive mechanism on live streaming sales mode selection. The results show that the brand chooses the traditional e-commerce mode when the total market size exceeds a certain threshold; otherwise, the brand can select the live streaming mode to create more value. Under the brand live streaming mode, providing incentive mechanisms to encourage consumer engagement in live streaming is beneficial for achieving value co-creation when the incentive level is below a certain threshold. Under the influencer live streaming mode, the brand shares incentive costs with the influencer instead of being conducive to value addition, i.e., the incentive cost should be borne by the influencer rather than the brand.
This chapter examines the significant changes in the global economy and marketing business during the past 50 years. The text outlines how geopolitical factors, globalization, and new technologies have changed economic advancement. Personal computers, the internet, and portable electronics have shaped economic advancement. These technological advances have changed how corporations work, communicate, and sell. E-commerce, social media marketing, big data analytics, and other cutting-edge marketing technologies arose from the digital revolution. Trade liberalization also boosted economic growth. Global supply networks, competition, and customer choice resulted. The paper then discusses how these shifts have changed marketing’s competitive landscape. Consumers have more information than ever to make informed purchases. This has increased demand for customized experiences and products. Organizations must switch from B2C to H2H models to meet these expectations. H2H marketing promotes trust and mutual understanding over product or service sales. “The Genesis of Human-to-Human Marketing” provides unique insights into how the marketing industry has grown over the last half-century and how firms may stay competitive in today’s fast-changing business climate.
Service-dominant logic (SDL) cannot satisfactorily explain processes regarding value in consumption contexts. Thus, this paper attempts to build a framework that can better meet this need. The aim is pursued by sharing with SDL the idea that value is always related to the services that consumers benefit from, either directly by interacting with a service provider or indirectly by using goods as mechanisms for service provision thanks to the knowledge they embed. The second key idea is the need to contextualize value processes in order to understand them. The paper analyzes different contexts highlighting dualities that together define an original approach to value creation in consumption contexts: potential value versus actual value, value creation versus value determination, demand-side beneficiary versus supply-side beneficiary, service self-production/value self-creation versus service co-production/value co-creation, use value versus symbolic value. The approach to value proposed in the paper consists of this set of invariant dual constructs necessary to analyze consumption contexts. At the same time, it conceptualizes the variety of such contexts, that is, the different ways in which consumers self-produce or co-produce services, self-create or co-create value.
Today museums are called to be innovation laboratories. Although
value co-creation within museums is framed in the broader
tangle of interactions concerning the destination, digitalization
management has so far been studied almost exclusively with
reference to visit experience. Furthermore, the managers’ point of
view has been rather neglected despite their significant role in
designing and shaping experiences. By providing a more holistic
analysis, this study tries to fill these gaps and move a step forward. The research seeks to understand how digitalization strategy can succeed in fostering and coordinating multiple interactions that occur in the various museum-mediated ‘experience-environments’. The findings highlight the possibility of identifying a greater number of value-creation opportunities. In reference to recent changes in social and tourism dynamics, digitalization can no longer exclusively concern museum contents but, if appropriately managed, becomes a tool for connecting with the outside stakeholders and exploiting the potential present in the destination.
To prepare for climate-related risks, a scientifically sound forward-looking integration and disclosure of climate-related data is key. Furthermore, companies also face an increasing demand in non-financial reporting, such as the use of climate change scenarios as part of risk analyses as well as for meeting the Technical Screening Criteria for a substantial contribution or Do No Significant Harm (DNSH) to the environmental goals to show alignment of economic activities with the EU Taxonomy Regulation. Currently, however, companies are still leaving notable gaps in the incorporation of forward-looking climate data and scenarios into reporting and long-term planning strategies. Against this background, the paper describes and discusses the development and concept of an eight-step process model as an innovative way to integrate future climate change into corporate processes. This problem-driven approach is developed in close collaboration and co-creation with companies. It comprises the following phases: i) inventory, ii) prioritization, iii) identification, iv) availability, v) enablement, vi) derivation and implementation of measures, vii) evaluation, and viii) process reinforcement. Also taking into account existing regulations, standards and recommendations for risk assessment and reporting, the process model aims to enable decision makers in companies to identify and assess climate change-related impacts and to take regional climate change information into account. Based on this information – combined with additional local knowledge –, companies can identify suitable adaptation options and develop transformative risk-management solutions. This includes new forms of collaboration, embedded in a framework of a transdisciplinary co-production process. Therefore, a close and trust-based cooperation between internal and external stakeholders right from the outset is a key factor for success.
Achieving a sustainable economy within the planetary boundaries requires a broader focus on corporate sustainability measures and better impact measurement. These aspects should be reflected in sustainable brand management. The proposed framework addresses these requirements and proposes a holistic impact perspective for brand management.
Günümüz küresel rekabet ortamında markalar tarafından tüketiciler için bir değer yaratılması, bir marka olarak özgün olunması ve toplumun sorunlarına çözüm üretilmesi, markaların pazarda varlığını devam ettirebilmesi için artık bir bakıma zorunluluk haline gelmiştir. Bu noktada marka aktivizmi kavramı ön plana çıkmaktadır. Marka aktivizmi, bir markanın toplumdaki belirli sosyopolitik konuları destekleme veya engelleme amacıyla sosyal, çevresel, politik vb. konularda çalışmalar yapmasıdır. Bir markanın toplumu ilgilendiren sosyopolitik konular hakkında yapıcı çalışmalar gerçekleştirmesi, somut katkı sağlaması ve belirli bir tavır sergilemesi özellikle Z kuşağı bireyleri tarafından beklenmektedir. Bu doğrultuda araştırmanın amacı, Z kuşağı bireylerinin markaların aktivist tutumlarına nasıl tepki verdiklerini inceleyerek marka aktivizminin marka imajını, marka sadakatini, marka güvenini ne yönde etkilediğini açıklamak ve marka aktivizminin algılanan özgünlüğü ile marka imajı, marka sadakati, marka güveni arasında pozitif yönde anlamlı bir ilişki olduğunu açıklamaktır. Çalışmada nicel araştırma yöntemlerinden anket tekniği kullanılmıştır. Anket formunda ise Nike markasının LGBTQ+ topluluğunu desteklemek amacıyla gerçekleştirmiş olduğu "BE TRUE" kampanyasına yer verilmiştir. Toplamda 382 Z kuşağı katılımcıdan elde edilen veriler IBM SPSS programı ile analiz edilmiştir. Yapılan analizler sonucunda Z kuşağının marka aktivizmine yönelik olumlu bir tutum sergilediği görülmektedir. Bununla beraber Nike'ın "BE TRUE" kampanyası Z kuşağı tarafından genel anlamda özgün bir çalışma olarak kabul edilmiştir. Nike'ın "BE TRUE" kampanyasının Z kuşağı üzerinde marka imajı, marka güveni ve marka sadakati etkisine bakıldığında marka imajı ve marka güveni olumlu ve anlamlı şekilde sonuçlanmıştır. Marka sadakati ise anlamlı sonuçlanmamıştır. Ayrıca Nike'ın LBGTQ+ bireylerini ve topluluğunu desteklediği aktivist "BE TRUE" kampanyasının algılanan özgünlüğü ile marka imajı, marka güveni ve marka sadakati arasında güçlü ve anlamlı bir ilişki olduğu tespit edilmiştir.
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