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Why Do We Need Research on Value Co-destruction?
Abstract
Because of the etymology of the word ‘value’, this article argues that value co-creation research and practice have been biased from their early days. Value co-destruction appears then as a concept that enables to keep some distance from this bias, and to have a better and more realistic understanding of value processes. More research on this topic is thus needed, especially in the rapidly growing context of ecosystems that make the analysis of value co-creation and value co-destruction even more complex. Finally, the article contends that research on co-destruction is a necessary, but not sufficient, step to depart from the etymological bias on value. To that end, it calls for a renewed value-related terminology to make it more encompassing, less biased and closer to real business life.
... Several existing studies only focus on social media features and how the differences from traditional media are challenging interactive marketing strategies (He et al. 2021). However, recent studies on interactive marketing are acknowledging that the interaction among actors sometimes leads to value co-destruction (VCD) rather than value co-creation (VCC) (Cabiddu et al. 2019;Echeverri et al. 2012; Kashif and Zarkada 2015;Plé 2017). VCD is defined as "an interactional process between service systems that results in a decline in at least one of the system's well-being" (Plé and Chumpitaz Cáceres 2010, p. 431). ...
... An in-depth understanding of the emotions involved in the social interaction process may dilute the ambiguity. Which, so far, has received poor academic attention (Plé 2017). In this debate, the present study aims to fill the gap in the interactive marketing literature on the role of negative emotions associated with the customer-firm interaction in the social media setting. ...
... This field of literature has elucidated the link between customers' problematic interactions and the customer VCD process. On the other hand, the role of emotions in such interactions is ambiguous and their effects on VCD (Plé 2017). The present study links emotions with different kinds of problematic interactions through qualitative analysis. ...
Companies use social media as a medium of interaction to advertise and sell their products and services, while customers use the medium to seek information before buying. However, despite the proliferation of social media platforms, there is scant research on how customers sharing negative emotional messages in online brand communities can destroy value. To address the disadvantages of the previous approaches, this chapter (1) detects the negative comments; (2) pinpoints the periods characterized by significant peaks of negative comments; (3) clusters the identified periods by topics; and (4) characterizes each topic with emotions. These points allow the portrayal of customers’ negative emotions (such as anger, dissatisfaction, disgust, fear, and sadness) and detect their value co-destructing effects in the customer-firm interaction. The chapter concludes that value co-destruction in the social media context can be understood as an exchange of negative comments. Customers’ mix of emotions and the firm's responses determine the magnitude of value destruction.KeywordsValue co-destructionNegative emotionsProblematic interactionSocial mediaUser-generated content; Data mining algorithm
... Hence, value co-creation received a prominent focus and space in leading journals. Still, the inherent limitation of the lexicon has undermined the significance of value co-destruction (VCD), which is another plausible outcome of resource integration (Buhalis et al., 2020;Plé, 2017). ...
... Value co-destruction is a service interaction that declines at least one actor's wellbeing (Echeverri & Skålén, 2021). In literature, value co-destruction is conceptualized as failed resource integration (Plé, 2017;Plé & Chumpitaz, 2010). Smith (2013) illustrates value co-destruction as an inappropriate and unexpected integration of resources that declines at least one actor' wellbeing; either failed integration is intentional or accidental. ...
... Vafeas et al. (2016) further clarify value diminution as resource deficiencies caused by resource misuse by one or more actors. Though value co-destruction is an emerging debate as a natural alternative to value cocreation, the understanding and epistemological development of value co-destruction remain limited (Laud et al., 2019;Mahajan, 2019;Mengcheng & Tuure, 2022;Plé, 2017). It raises research opportunities to investigate value co-destruction literature in more depth. ...
The research frontier of Service-Dominant logic has elicited the etymological debate on the phenomenological nature of value. To date, the literature has shown a biased and myopic view of value co-creation as an outcome of service interaction. Leading journals have given prominent space to value co-creation. Still, value co-destruction is yet least explored though it is also a realistic view of a service interaction. Value co-creation manifests the wellness of actors, but not all service interactions result in positive outcomes causing value co-destruction. The researchers have started the debate on value co-destruction relating to its conceptual description; still, the literature is fragmented. This article is a systematic literature review that explores the epistemological, theoretical, and contextual understanding of value co-destruction to synthesize fragmented literature from 2010 to date. This article provides an overview of value co-destruction seminal work, theoretical underpinnings, leading antecedents, and coping strategies in particular contexts. The systematic selection of literature affirms value co-destruction as a decline in the wellbeing of actors during service exchange due to the misalignment of actors’ resources and a mirror image of value co-creation. This article offers co-existence, the role of context, contextual antecedents, the temporal nature of co-destruction, and exclusively the ISPAR model as theoretical support for value co-destruction as future research directions.
... Therefore, the adverse effects of VCC failure can be extensive. That is why it is necessary to pay attention to both positive and negative aspects of VCC (Plé, 2016(Plé, , 2017 to improve the quality of healthcare services. ...
... The theoretical contribution of this study's findings is that it demonstrates that the manifestation of VCD, which could diminish the intention to use a medical service, can be influenced by institutions and social norms. This study responds to the call to study VCD from a multi-level (service ecosystem) perspective (Leroi-Werelds, 2019;Plé, 2017). ...
... That is, one is the obverse of the other (Smith, 2013). Many studies on VCC tend to focus on overly positive outcomes that have a strong impact on the term 'co-creation,' that is, 'co-destruction as a criticism of co-creation' myopia (Plé, 2017). Therefore, it is important to pay attention to VCD as well to further expand our understanding of VCC and improve the VCC process. ...
This study aims to identify the types of value co-destruction (VCD) emerging in healthcare services that cause patients to reduce or extinguish their intentions to continue using the services; it also aims to identify the VCD antecedents. Complaints from 1075 dental clinic patients, which are collected as textual data, are analysed in this study. The authors adopt an exploratory approach comprising a quantitative analysis based mainly on the topic model, a type of machine learning, and a qualitative analysis based on the KJ method. Twelve types of VCD were empirically identified, three of which had a significant negative effect on the intention to continue using the service. Ten antecedents that cause these types of VCD were identified, when examined based on a multi-level perspective, institutional factors and social norms were found to be related to the VCD process. This study contributes to understanding the mechanisms by which failures in healthcare services occur and to developing effective decision making to overcome them.
... Common to the value creation and production discourse is an explicit and generally expected focus on benefit (Plé, 2017). The vast majority of empirical studies exploring public value and its production process show affirmative examples, where public value is associated with the creation of beneficial effects (Torfing et al., 2021). ...
... It is useful to note that the business literature has influenced understanding on value co-destruction (Plé & Chumpitaz Cáceres, 2010;Echeverri & Skålén, 2011;Plé, 2017). In particular, Plé and Chumpitaz Cáceres (2010) argue, value co-destruction can happen accidentally or intentionally. ...
... Similarly, Plé (2017) notes that value co-destruction may occur for all or just one of the parties involved and that it can be accidental or intentional. In addition to service user experience, there is an increased focus on public service eco-systems where value is created in the interactions among different actors (Trischler & Charles, 2018;Petrescu, 2019;Engen et al., 2020;Strokosch & Osborne, 2020). ...
IMPACT
Public service providers are now expected to play a central role in public value creation by designing and delivering services that are both relevant and beneficial to the wider society in which they operate. In this article the authors explore the view that service providers can destroy, as well as create value. Drawing on a scoping review of the public value and co-creation literatures, the article proposes a typology of the types of dis/value emerging from the review. The findings will be useful for professionals engaged in designing and delivering public services, including managers, planners and commissioners.
... VCD is the diminution of perceived value, and a decline in at least one of the actor's wellbeing compared with their initial situation (Echeverri and Skålén, 2011;Smith, 2013), often occurring due to an inconsistency between one actor's perceived resource integration and the actual integration (Plé, 2017). For example, poor or deficient advice from collaborators can lead to conditions under which service might turn into 'disservice' or value destruction (Hamidi and Machold, 2020). ...
... However, our research focuses on the actor's involvement in all collaboration phases. Further, Plé (2017) argues that VCD, as an emerging topic in collaborative environments, requires more theoretical development, as there is still a lack of empirical studies in this field. Plé and Demangeot (2020) emphasize the importance of identifying VCD incidents related to deviant behaviors to help managers identify and address such patterns through better communication. ...
... Except for a few studies on VCD in offline settings (Järvi et al., 2018;Vafeas et al., 2016) and service ecosystems (Plé, 2017), there is little research into co-destruction resulting from actor collaboration in OCNs (Bidar et al., 2020). Our paper contributes to the co-destruction literature by exploring the OCN perspective and reasons for co-destruction in an environment that is more unstructured and has a different governance setting than offline settings. ...
This paper explores the underlying reasons for and develops a richer understanding of how value may be co-destructed within online collaborative networks (OCNs). Drawing on 36 semistructured interviews with members of two OCNs, Stack Overflow and GitHub, we outline 11 themes, categorized into three sets—pre-existing themes, themes that occur during the collaboration process, and postprocess themes—which lead to value co-destruction (VCD). Our research contributes to the co-destruction literature and illustrates co-destruction perspectives on OCNs. Our findings provide practical implications through raising awareness of the negative facets of actors' collaboration and help to increase value formation by addressing sources of co-destruction.
... Value can be the result of an exchange in a joint service process [4]. Here, value is subjective and relies on the perception of the beneficiary [5]. Given this understanding, value can be increased by joint endeavors but likewise be reduced [6]. ...
... To explore this issue, we make use of value co-destruction (VCD). This concept emerged as a lens to investigate a failed co-creation due to the misaligned or destructive behavior of involved actors [5,6,9]. Thus, VCD can be understood as the decline at least for one actor's wellbeing in interaction [6]. ...
... The accessibility of resources, the matching or mismatching of resources, and whether a resource can be turned into benefits through operations contribute to VCC or VCD. Thus, VCD can be caused in the interaction process of cocreating actors, resulting in at least one actor with a decline of value [5,6,18,29,30]. In VCD, one actor integrates and/ or applies the resources (of the other actor) in a way that is not expected or appropriate from the view of the other actor [18]. Such actions can be intended or unintended [6]. ...
... The second fundamental tenet of S-DL is that value is interactively formed (Plé, 2017;Vargo and Lusch, 2004), as actors integrate their resources to cocreate value (Mustak and Plé, 2020;Plé, 2016). The understanding that all actors are resource integrators contrasts with the traditional emphasis on suppliers' deployment of resources to create value (Kleinaltenkamp et al., 2012). ...
... Although value destruction has been found to result from resource misintegration, it should be noted that the reverse does not always occur, as resource misintegration does not necessarily lead to value destruction (Plé and Chumpitaz-Caceres, 2010;Plé, 2016). Given that value is multidimensional, destruction of one form of value may be tolerated if compensated by other forms (Cabiddu et al., 2019;Plé, 2017). However, if an actor anticipates net deficits (negative valuing), it is likely that such actor will refuse to fit resources or to interact (Gebauer et al., 2013), and RI would not occur. ...
... Although research has shown that value creation and destruction may temporally coexist (Echeverri and Skålén, 2021;Plé, 2017;Plé and Demangeot, 2020). Over time, incumbent actors may initiate changes to redress value destruction (Akaka et al., 2012;Plé, 2016). ...
The formation of policy-pushed markets has been underexamined in the transition literature, despite their importance for achieving sustainability policy objectives and their greater risk of failure. This study draws from service-dominant logic, i.e., a marketing-originated meta-theory of markets, to explain why one of these policy-pushed markets—local energy flexibility markets—may not develop. In particular, we show that to decide whether to participate in these policy-pushed markets, market actors assess the resources available to them, anticipate the required interactions to integrate resources, and forecast potential value formation. Actors’ limited ability to identify or access resources, and/or their unwillingness or inability to interact with other actors to integrate resources explain why value processes do not unfold so that the market does not develop. We also demonstrate that existing institutional arrangements may limit actors’ agency to access to resources or coordinate value flows, which prevents the policy-pushed market from self-adjustment.
... While earlier studies have examined why and how customer desired value (Flint, Woodruff, & Gardial, 1997, 2002 or customers´assessment of value in business relationships, may change over time (Lyons & Brennan, 2019;Macdonald, Wilson, Martinez, & Toossi, 2011), they are focused on customer perceptions of value, but shed less light on the temporal properties of the value concept itself. Similarly, while the emerging value co-destruction literature has explored why and how value perceptions may degrade over time (Marcos & Prior, 2017;Plé, 2017;Prior & Marcos-Cuevas, 2016), these studies too, focus on actor-related perceptions and behaviours, but not on the temporal properties of value sources specifically. Hence, unpacking the temporal dimension of value remains a critical yet poorly understood issue (Flint et al., 1997), and is yet to be addressed by a conceptual perspective that encompasses a broad set of value sources and assesses differences in their attributes that affect the delivery of organisational value. ...
... The nature of capital, discussed in this paper, is such that value destruction is not the simple opposite of value creation (c.f. Plé, 2017). Value destruction may result from active use of one or more forms of capital that results in a decrease in net asset worth, it may also arise passively, from the non-utilisation of capital during which it depreciates and/or incurs maintenance cost. ...
... Asset use does not guarantee value creation. A predominant focus on value creation through use, can lead to under-assessment of value destruction (Plé, 2017). Output is signed, and value is only created where net assets increase. ...
Value is a widely researched and much debated topic, but one still characterised by conceptual deficiencies. While multiple competing value perspectives exists in the current literature, they provide limited insights in terms of temporal impacts and implications for organisational value creation. To address this gap, this conceptual article develops the notion of value as capital-in-use, which complements extant value literature by providing a capital-oriented perspective and conceptualisation of the nature, characteristics, and dimensions of value. We develop the concept by reviewing four categories of capital (physical, financial, knowledge, and social), and unpacking their dimensions in terms of locus, latency, temporality and convertibility, to distinguish the implications they each hold as potential sources of organisational value. Variations in the properties of the four categories of capital have management implications that are typically poorly recognised, especially in terms of costs and risk associated with latent or perishable capital. This paper contributes to current value theory by establishing its relationship to capital, and extending coverage of the temporal dimension of value.
... To illustrate this bias, a search in the electronic library of the Association for Information Systems (AISeL) on 10 January 2020 yielded 629 hits for 'value co-creation', but only 15 hits for 'value co-destruction', a number of which (e.g., Kokko et al., 2018;Lintula et al., 2018) focus on value co-destruction in online and mobile games. Plé (2016, p. 154) calls this positive bias in the S-D logic literature value "co-creation myopia" and there are several calls for further research on value co-destruction (e.g., Laud et al., 2019;Plé, 2017;Plé and Cáceres, 2010;Prior and Marcos-Cuevas, 2016). ...
... This article contributes theoretically by mitigating the value "co-creation myopia" (Plé, 2016, p. 154), which currently prevails in research adopting the S-D logic perspective as a theoretical lens. Most previous studies (e.g., Lusch and Nambisan, 2015;Vargo and Lusch, 2004), including those with a mobility context (e.g., Hein et al., 2018;Schulz et al., 2020a;Turetken et al., 2019), consider the concept of value co-creation but fail to consider the concept of value co-destruction (e.g., Laud et al., 2019;Leroi-Werelds, 2019;Plé, 2017;Plé and Cáceres, 2010;Prior and Marcos-Cuevas, 2016). This applies in particular to the IS field, as evidenced by the results of a search in the electronic library AISeL showing 629 articles considering value co-creation, but only 15 articles considering value co-destruction. ...
... Although the S-D logic perspective is a well-established theoretical lens that has been applied in various research fields (for an overview, see Vargo and Lusch, 2017), many scholars (e.g., Blaschke et al., 2019;Breidbach and Maglio, 2016;Breidbach and Ranjan, 2017;Haki et al., 2019;Kim et al., 2018) point out that the knowledge about IT-enabled value co-creation is very limited. In addition, since the concept of value co-destruction is rarely considered in scientific research (e.g., Laud et al., 2019;Leroi-Werelds, 2019;Plé, 2017) there also is a lack of understanding about IT-enabled value co-destruction. ...
In recent years, a change in business logic from goods-dominant (G-D) to service-dominant (S-D) logic can be observed widely. For instance, in the case of the mobility sector, companies such as Daimler AG and the BMW Group are shifting from solely producing cars to also providing mobility services. One fruit of their efforts is the Reach Now app, which supports users by combining multiple mobility services. Although such an app can contribute significantly to achieving smart mobility and thereby making the use of the private car less predominant, only a relatively small number of people use it. In this article, we adopt the S-D logic perspective to analyze the link between value formation (i.e., value co-creation and co-destruction) in customer-to-business relationships and business-to-business relationships in the service ecosystem of the Reach Now app based on an analysis of customer reviews of the Reach Now app in the Android Google Play Store between 2016 and 2019. We complement this analysis with interviews with representatives from six German public transport organizations and the Moovel Group GmbH, the app provider. Based on our analysis, we develop an interactional phase-based perspective on value formations in the tripartite relationship between app users, the Moovel Group GmbH, and public transport organizations. Our work complements previous S-D logic studies that (1) do not focus on information technology-enabled value formation, (2) neglect the concept of value co-destruction, (3) analyze only single dyadic actor-to-actor relationships, and/or (4) examine an established service ecosystem.
... El término co-destrucción hace mención al uso indebido por al menos de una de las partes, es decir, un mal uso accidental de recursos de los sistemas que interactúan y que tiene el potencial de disminuir el bienestar (Plé, 2017). La co-destrucción es la acción contraria al proceso de co-creación de valor que genera resultados positivos para los actores involucrados (Grönroos y Gummerus, 2014); y puede ocurrir como resultado de un desacuerdo entre actores, cuando existen oportunidades desiguales entre las partes involucradas durante el intercambio de recursos (Prior y Marcos-Cuevas, 2016), cuando los recursos se utilizan de manera inapropiada (Worthington y Durkin, 2012) o como resultado de la mala conducta del consumidor (Kashif y Zarkada, 2015). ...
... Por lo tanto, se co-crea valor proporcionando información para otros consumidores, entregando retroalimentación a las empresas, y generando contenido para las plataformas de viajes. Sin embargo, es importante destacar que los recursos que se utilizan positivamente para el beneficio de los sistemas de servicios, también pueden ser utilizados de manera perjudicial para una o todas las partes involucradas, es decir, el cliente puede ser también co-destructor del valor (Plé, 2017). ...
... 32 Nº 3 -2021 La co-destrucción de valor hace referencia a los comportamientos e interacciones donde el intercambio de recursos y actividades entre los actores de servicio conducen a experiencias negativas (Prior y Marcos-Cuevas, 2016). Según (Plé, 2017), la co-destrucción tiene el potencial de disminuir el bienestar para al menos una de las partes involucradas en el intercambio por alguna discrepancia entre al menos una de las expectativas de los actores que son parte del proceso de integración de recursos. Es importante señalar que la co-creación de valor y la co-destrucción son dos aspectos de formación de valores interactivos que pueden existir simultáneamente; es decir, pueden alternarse entre sí a través del tiempo o incluso coexistir para uno o más actores (Plé, 2017). ...
Este trabajo busca identificar motivaciones de clientes de servicios hoteleros para co-destruir el valor de estos servicios por medio del boca a boca electrónico (e-WOM, en inglés) negativo en las diferentes plataformas web. Se proponen como motivaciones la desconfirmación y desconfianza con e-WOM, además de la insatisfacción, la venta de sentimientos negativos y el altruismo. A partir de encuestas en línea se buscó identificar a usuarios que hayan tenido conductas co-destructivas hacia servicios que adquirieron; es decir, personas que hayan experimentado una situación negativa con algún proveedor de servicios hoteleros durante los últimos 12 meses y que hayan generado e-WOM negativos. Por medio de SMARTPLS, se buscó contrastar las relaciones propuestas. Los resultados del estudio muestran las motivaciones que llevan al cliente hotelero a co-destruir a través del e-WOM negativo en diferentes plataformas web, frente a experiencias negativas. Se concluye que las personas que co-destruyen por medio de e-WOM negativo realizan esta acción por la insatisfacción con el servicio recibido.
... Ces acteurs de co-création (ou co-créateurs) vivent une expérience sur ces plateformes, ce qui leur permet d'obtenir une valeur bien précise et ainsi conduit à leur engagement sur la plateforme. Par ailleurs, s'ils n'obtiennent aucune valeur, alors ils se désengagent de la plateforme, ce qui reflète la co-destruction de la valeur (Plé, 2017). L'expérience vécue sur ces plateformes permet la génération de la valeur, ce qui fait de ce concept (i.e., expérience) un concept clé de la co-création (Leclercq et al., 2016 ;Füller et al., 2011 ;Murphy, 2011 ;Prahalad et Krishnan, 2008 ;Prahalad et Ramaswamy, 2004a ;Verleye, 2015). ...
... Ainsi, l'opportunisme peut être soit destructif ou constructif sur les plateformes de co-création. Par conséquent, ce résultat dénote la coexistence entre la co-création de la valeur et la co-destruction de la valeur et que chacune peut conduire à l'autre, c'est-à-dire que la co-création de la valeur d'une personne peut conduire à la co-destruction de la valeur d'une autre et viceversa (Plé, 2017 En outre, ce résultat appui les points majeurs du dilemme du prisonnier discutés par (e.g., Axelrod, 1980Axelrod, , 1984Hill, 1990 ;Thielmann et al., 2020) ...
... Discuté ci-dessus, cet apport confirme ce qui a été évoqué, brièvement sans une étude approfondie, dans la littérature de la co-création (Plé, 2017 ...
La littérature des plateformes de co-création s’est généralement focalisée sur les participants (i.e., la foule) et a investigué leurs motivations, leurs caractéristiques et les stratégies qu’ils peuvent adopter (i.e., coopération, compétition, coopétition). C’est ainsi que les chercheurs ont négligé l’étude de l’opportunisme malgré que son importance ait été évoquée dans certains travaux de recherche. Pour combler ce gap théorique, notre recherche a pour objectif d’explorer et de comprendre le comportement opportuniste des acteurs de co-création (i.e., marques, plateformes et participants) dans le contexte virtuel, plus particulièrement celui des plateformes de co-création, et ce en utilisant la méthode de la Netnographie sur deux plateformes de co-création internationales et un forum de discussion dédié à différents créateurs. Le cadre théorique de notre travail de recherche, les principaux résultats et les apports théoriques, méthodologiques et managériaux sont présentés dans les chapitres correspondants.
[The literature on co-creation platforms has been mainly focused on studying the crowds (i.e., participants) and that by investigating their motivations, their characteristics, and the strategies they use (i.e., cooperation, competition, coopetition). Therefore, researchers did not study opportunism even if its importance has been emphasized in prior research. To fill this gap, our research aims to explore and understand opportunistic behavior of actors or co-creators (i.e., brands, platforms, and participants) in the virtual context, especially that of co-creation platforms, using the method of Netnography in two famous co-creation platforms and a forum which is dedicated to different creators. Our research background, the main results as well as theoretical, methodological, and practical implications are presented in the related chapters.]
... Prior studies advance our understanding of SST adoption and initial use by focusing on either the bright side of SST (e.g., operational efficiency, great accessibility, decision support) or the dark side (e.g., forced use, service failure, customer loss), but each was investigated in isolation. Moreover, prior studies emphasize much on the concept of value cocreation (the bright side) (e.g., Dennis et al., 2017;Scherer et al., 2015;Lusch and Nambisan, 2015), but overlook value co-destruction (the dark side) that could also occur in the SST usage process (Plé, 2017). The understanding of how value co-creation and value co-destruction simultaneously exist in a whole SST usage process is even missing. ...
... Using Service-Dominant Logic (S-D Logic) as the main theoretical framework (Lusch and Vargo, 2014), we argue that firms and customers integrate their resources to co-create value, and experience a service in a mutually beneficial way, resulting in the well-being of firms and customers Scherer et al., 2015). We then augment the S-D logic by further considering the possibility of value co-destruction, since value is not merely an improvement of the actors' well-being (Plé, 2017), but is contingent upon one's adaptiveness and ability to fit in one's service environment (Plé and Cáceres, 2010). This study takes a customer's perspective and employes a mix-methods approach (qualitative and quantitative) to investigate the following research question: in what service contexts in the SST use process, do customers cocreate value or co-destruct value with SST providers? ...
... According to S-D logic, value is actor-and context-specific (Lusch and Vargo, 2014). Each customer has a unique experience of service in different use contexts; thus, perceived value of a service is evaluated in a user-and context-specific manner (Plé, 2017;Scherer et al., 2015;Djelassi et al., 2018). In the SST context, if SST is designed lean, highly standardized, and easy to use, customers should be able to derive much of the co-creating value with the SST provided (Scherer et al., 2015). ...
Self-service technology (SST) benefits e-commerce firms by increasing operational efficiency and reducing labor costs, while it also challenges firms in that service resources could be misused and service failure could be difficult to recover. Prior studies investigate either the bright (value co-creation) or the dark (value co-destruction) side of SST in “isolation,” while this study examines SST with both perspectives in one integrated model. Using emerging Service-Dominant Logic (SDL) as a framework, and augmenting it with attribution theory from the psychology area, we better depict the nature of value-co-creation and value co-destruction that emerge in the SST usage process from a customer’s perspective. Specifically, we consider six different SST use contexts, composed of three types of resource misuse and two kinds of SST service failure, to illuminate in what contexts, SST customers choose to co-create or co-destruct value with SST firms. Using a survey with 413 respondents and a mixed-methods approach (quantitative and qualitative), our results show that customers are more likely to continuously co-create value with firms when they think resources are misused by themselves, when experiencing process failure, and when using an in-process co-creation strategy. In contrast, customers tend to continuously co-destruct value when they think resources are misused by firms, when experiencing an outcome-failure context, and when using an in-process co-destruction strategy. Our proposed framework enables e-commerce firms to immediately trigger essential service recovery whenever service co-destruction occurs. We also discuss how firms can utilize the latest technology, such as artificial intelligence (AI), behavioral big data, and Chatbot to promptly co-create values, hence contributing to future SST and e-commerce design.
... Prior studies advance our understanding of SST adoption and initial use by focusing on either the bright side of SST (e.g., operational efficiency, great accessibility, decision support) or the dark side (e.g., forced use, service failure, customer loss), but each was investigated in isolation. Moreover, prior studies emphasize much on the concept of value cocreation (the bright side) (e.g., Dennis et al., 2017;Scherer et al., 2015;Lusch and Nambisan, 2015), but overlook value co-destruction (the dark side) that could also occur in the SST usage process (Plé, 2017). The understanding of how value co-creation and value co-destruction simultaneously exist in a whole SST usage process is even missing. ...
... Using Service-Dominant Logic (S-D Logic) as the main theoretical framework (Lusch and Vargo, 2014), we argue that firms and customers integrate their resources to co-create value, and experience a service in a mutually beneficial way, resulting in the well-being of firms and customers Scherer et al., 2015). We then augment the S-D logic by further considering the possibility of value co-destruction, since value is not merely an improvement of the actors' well-being (Plé, 2017), but is contingent upon one's adaptiveness and ability to fit in one's service environment (Plé and Cáceres, 2010). This study takes a customer's perspective and employes a mix-methods approach (qualitative and quantitative) to investigate the following research question: in what service contexts in the SST use process, do customers cocreate value or co-destruct value with SST providers? ...
... According to S-D logic, value is actor-and context-specific (Lusch and Vargo, 2014). Each customer has a unique experience of service in different use contexts; thus, perceived value of a service is evaluated in a user-and context-specific manner (Plé, 2017;Scherer et al., 2015;Djelassi et al., 2018). In the SST context, if SST is designed lean, highly standardized, and easy to use, customers should be able to derive much of the co-creating value with the SST provided (Scherer et al., 2015). ...
How far should firms invest in their personalized recommendation mechanisms, and whether all personalized recommendations are equally welcomed by online consumers? To answer this question, we investigate users’ perceptions of three types of personalized recommendations: One-to-All, One-to-Many, and One-to-One, through the lens of Resource Matching Theory. Using both experiments and configurational analysis approach, our study posits that online consumers experience each type of personalized recommendation and their resource matching sources (Familiarity, Complexity, External Information) simultaneously and differently in various shopping contexts. We further document the evidence that the most personalized recommendation One-to-One is not always perceived useful as conventionally believed. Our study abductively formulates three theoretical propositions regarding the usefulness of each personalized recommendation. In addition, we propose e-commerce vendors should consider three resource matching dimensions including Familiarity, Complexity, and External Information to avoid collecting more-than-enough customer data and adequately personalize recommendation results on their online digital platforms.
... According to prior research, value is very actor and context-specific, which means each customer have unique experience of products or services, thus, perceived value is evaluated in different ways (Lusch and Vargo, 2014;Plé, 2017;Scherer et al., 2015). In IS literature, technology is considered always embedded in "time" and "place" rather than a mere combination of physical features and innovation capabilities (Scherer et al., 2015). ...
... If Lusch and Vargo (2014) rationalized that value is experienced uniquely by customers when it meets value propositions from company, Plé sees value co-creation in terms of relationship between benefits and costs. Value is the result of a "trade-off between benefits and costs", and value can be logically positive or negative (Plé, 2017). Thus, implicitly if value can be co-created, value might also plausibly be co-destroyed through interactional process between actors (Plé and Cáceres, 2010). ...
... In 2010, Plé and his colleague Cáceres contributed to research community with new definition of value co-destruction that is a decline of the well-being of at least one of involved actors (Plé and Cáceres, 2010), which is contrary to positive terminology used by Lusch and Vargo for value definition as "an improvement in system well-being" (Lusch and Vargo, 2014). This kind of decrease in well-being is the result of difference between firm's value propositions and customers perceived value (Lusch and Vargo, 2014), or the lack of evenness between expected integration of resources and the actual or perceived integration of these resources among actors (Plé, 2017). When two actors interact directly or indirectly and make efforts to integrate operand and operant resources from each other, one actor might fail to integrate those resources in an expected manner from another actor's perspective (Plé and Cáceres, 2010). ...
To a certain degree, Self-service technology (SST) has been proved to be one of successful and profitable business models, yet not always SST is implemented properly so that customers can derive expected values from such technology-based systems. Since this area has not been paid enough attention from extant scholars in both IT and service area, the current study aims to investigate the dynamic process of successful and failed SST; in other words, we employed the Service Dominant Logic lens to examine the dynamic phenomenon of value co-creation and value codestruction when customers participating in a SST encounter process. In terms of academic contributions, our study is going to add more theoretical foundations for the “dark side” of IT integrated system like SST. Additionally, we also build a conceptual model which poses a dynamical nature of SST usage process. Equally important, we expect our study producing significant practical implications for SST providers.
... Understanding the adverse value outcomes and their causes may assist service providers in avoiding value co-destruction from becoming the outcome of a service process designed to generate positive value for users (Plé, 2017). It can also help prevent undesirable outcomes such as negative word-of-mouth and the loss of users (Smith, 2013). ...
... Value is created or destroyed throughout a dynamic service process and not determined only at the end of the process (Grönroos, 2011). Furthermore, value co-destruction may manifest as a value imbalance between the interacting actors (Plé, 2017). Due to the subjective nature of user value perception, the same activities that create value for one user may destroy value for another (Echeverri & Skålén, 2011). ...
Background: Understanding how users evaluate their experiences has been recognized as being fundamental to designing services that meet the users’ needs and support the emergence of positive rather than negative value outcomes in service use. Still, the current literature does not explicitly describe how the users’ value determination unfolds or how the levels of experienced value could be measured to support service design. We address this gap in the context of augmented reality (AR) mobile games by scrutinizing users’ personal values as a potential basis for achieving such an understanding.
Method: Through a qualitative content analysis of 43 in-depth laddering interviews with active Pokémon Go gamers in Finland, we uncover the focal personal values associated with the game. Furthermore, we determine the connection of these values to the users’ co-creative and co-destructive gaming experiences.
Results: Our study defines eight personal values highlighted in Pokémon Go. The focal co-created values include pleasure, a sense of belonging, ambition, activity, and a healthy life. The most co-destroyed values in the game include social recognition and responsibility. Interestingly, the value of sociality is highlighted in both the co-creative and the co-destructive gaming experiences. While the findings may not be generalizable beyond the studied AR mobile game context, this study explains how users’ personal values may serve as a basis for understanding the value structures of other digital service users to support service design.
Conclusion: Our study contributes to the literature by introducing personal values as a potential basis for understanding users’ value-based drivers and service experiences to support the design of digital services. We theoretically conceptualize the users’ dynamic value creation process based on personal values and, using empirical findings, offer novel insights into the value co-creation and co-destruction phenomena in AR mobile games.
... This relates to the value that is produced by the interpersonal or emotional connections that service providers and their clients have (Lund et al. 2020). Since the SNM framework is based on the networking philosophy, we could think that such kind of value co-creation is an eminent consequence of SNM (Plé 2017). Relational or emotional links might be created between service providers and consumers, bringing about value co-creation. ...
... Among the hypotheses, H2 and H3 showed the main influence. This is consistent with Bernoff and Li (2008), Bughin et al. (2011), Fagerstrøm andGhinea (2013), Mount and Martinez (2014), Dong and Wu (2015), Aluri et al. (2015), Plé (2017), Bertschek and Kesler (2022), Cheng and Shiu (2018), J. Kim and Choi (2019), Khajeheian and Ebrahimi (2021), Lund et al. (2020), Hong Zhang et al. (2020), Cheung et al. (2020), and Bianchi (2021). The interactions between businesses and their customers are evolving as a result of ongoing technological advancements, going beyond the simple exchange of goods and services for money. ...
Given the mediating role of value co-creation, this paper tries to demonstrate how social network marketing (SNM) could influence consumer purchase behavior (CPB). The proposed hypotheses are empirically tested in this study using a PLS-SEM and Necessary Condition Analysis (NCA) method combination. The novel methodology adopted in this study includes the use of NCA, IPMA matrix, permutation test, CTA, and FIMIX. The assessment of the outer model, the inner model, the NCA matrix, and the IPMA matrix are the four steps that the paper takes. Instagram users with prior experience making purchases online made up the statistical population of the study. Four hundred twenty-seven questionnaires were analyzed by SmartPLS3 software. Based on the findings, SNM positively and significantly influenced economic, enjoyment, and relational values. Furthermore, these three types of values significantly and directly influenced CPB. For CPB, the model accounted for 73.8% of the variance. The model had high predictive power because it outperformed the PLS-SEM benchmark for all of the target construct’s indicators in terms of root mean square error (RMSE). According to the NCA’s findings, SNM, economic, recreational, and relational values are necessary conditions for CPB that are meaningful (d ≥ 0.1) and significant (p < 0.05). Four prerequisites must be met for CPB to reach a 50% level: relational value at no less than 8.3%, enjoyment value at no less than 16.7%, economic value at no less than 33.3%, and SNM at no less than 31.1%. The highest importance score for SNM is shown to be 0.738, which means that if Instagram channels improve their SNM performance by one unit point, their overall SNM will also improve by 0.738.
... Co-creation, understood thus as sociocultural and relational processes of interactive value formation occurring at multiple levels, is equally pregnant with opportunities for value co-destruction (VCD) (Laud et al., 2019), wherein an interactional process results in the diminution of value appropriated (Corsaro, 2019 (Valkokari & Ketonen-Oksi, 2018); and (iii) on account of VCC's positivity bias, be equally attentive of VCD's antecedents, processes and impact (Plé, 2017) so as to better grasp the impact of co-created value on value capture (Corsaro, 2019). ...
... As the link between VCC (refer to sustainably capture co-created value whilst mitigating instances of VCD in the context of ecosystems (Plé, 2017), and (iii) balance the intermediation of interactions to maximize value creation whilst adhering to their own strategic value capture objectives so as to remain competitive as a discrete business entity (Corsaro, 2019). As it concerns superapps specifically, there is arguably the influence of differing dominant schools of business thoughts in that dominant Anglo-American narratives, in privileging the 'divisionalize or divest' value creation model (Ramachandran et al., 2013), may explain why single-purpose apps that solve one consumer problem remain prevalent in these countries. ...
On account of superapps' novelty (as both a product and a form of organizing value), and the global impact of emblematic superapps such as WeChat and Alipay, this paper seeks to understand the superapp phenomenon as a meta organizing principle of value, and how its innovation trajectories may be curated such that its value architecting processes contribute to both private profit and societal well-being. Via an integrative literature review, this research proposes three conceptual linkages (complexity, interactivity, responsibility) that paradigmatically reframes the relationship between the superapp phenomenon, the corporate social innovation construct, and the value (co-)creation framework. Such a reframing affords (i) academics phenomenologically grounded entry points to more thoughtfully investigate various aspects of the superapp; (ii) practitioners tool to better facilitate more responsible means of harvesting the generative tensions inhered in the networked relationalities embedded within the superapp's ecosystem; and (iii) policy makers guidance vis-à-vis the creation of regulations that nurtures superapps' potential for the greater good.
... The VSD approach offers the opportunity to develop a clear understanding of values in innovation (Friedman and Hendry 2019). In other research streams, such as service systems, a different understanding of values is present (Plé 2017). This article encourages researchers from service science and DSI to practice the VSD while developing their innovations and services (Friedman et al. 2021). ...
... Thus far, the transfer of concepts from service science has only been demonstrated in one DSI project and further exemplary applications to ensure general validity are necessary. Even service systems that do not serve a social purpose can focus on the well-being of the society and can shift the understanding of value from individual value to the creation of societal value (Friedman and Hendry 2019;Plé 2017). ...
The field of digital social innovation (DSI) seeks to address societal challenges, including fighting poverty and inequality, strengthening justice, human rights, and gender equality, and addressing environmental issues affecting the planet and climate by leveraging digital technologies. In this article, we present a multilevel design framework for DSI. It originates from a reflection resulting from the learnings of an action design research project that aimed to develop a digital donation system for homeless neighbors. The framework draws upon the research stemming from DSI, value sensitive design, and service science spheres. It allows value-sensitive interaction in DSI projects to be captured, structured, and reflected from their overarching purposes to detailed design decisions and individual actions. We demonstrate the application of the presented framework by analyzing episodes of value election and inscription of the digital donation project.
... Value is the outcome of co-creation propagated by actor collaboration (Storbacka et al., 2016), and can be regarded as an individual's well-being (Vargo and Lusch, 2008), or as the result of a trade-off between benefits and costs (Plé, 2017). Value is contextual in nature and, "is always uniquely and phenomenologically determined by the beneficiary" (Vargo and Lusch, 2016, p.18). ...
... open community co-creation). As this has not been thoroughly discussed in SD logic (Echeverri and Skålén, 2011;Plé, 2017), it is important to examine the impacts of value co-destruction on cost reduction, customer loss and negative word of mouth (Smith, 2013), in future research. ...
In the co-creation process from a network perspective, service is produced, designed, and evaluated entirely by the actors with dynamic roles and with less participation by the firm's employees in the service process. The purpose of this paper is to develop a theoretical model that represents environmental stimuli and value perceptions that contribute to service co-creation behaviour in an online network.
A total of 36 semi-structured interviews were conducted with members of two online programming communities – GitHub and Stack Overflow co-creators, with the data analysed using thematic analysis. The stimulus-organism-response model guided the development of the final model.
Social influence and trust are influential in actor value perceptions, including primary and network value, the interplay of which leads actors to co-production, supportive, and administrative behaviour. Environmental factors do not directly drive actors; rather it is the value that initiates and drives actors, which, by extension, initiates and drives the co-creation of services.
The service co-creation behaviour model provides a basis for future research in the co-creation and co-destruction context to model behaviours within the online network organisation setting and thereby enable improvement of such systems. This model can be operationalised in a network environment through design features.
This paper provides a rich understanding of environmental stimuli and value perception factors that contribute to the co-creation of services, and identifies different types of behaviours in dynamic online networks. This paper presents a new model of different types of behaviours emerging from actor participation in the co-creation process.
... Many studies that adopt a S-D logic perspective (e.g., Hein et al. 2018;Prebensen et al. 2013; Schmidt-Rauch and Schwabe 2014) limit their analysis on the concept of value co-creation, whereas the risk of value co-destruction has been largely neglected in the literature (Plé 2017;Plé et al. 2010). However, if services are not adjusted to a specific context (e.g., time and place of service provision), there is a risk of value co-destruction for at least one involved actor (Plé et al. 2010;Smith 2013). ...
... Most of the studies -also those who focus on a mobility and travel context (e.g., Hein et al. 2018;Prebensen et al. 2013; Schmidt-Rauch and Schwabe 2014) -limit their analysis on the concept of value co-creation. Potential misuse of resources and service exchange (i.e., value co-destruction) between actors of one or more service ecosystems has been largely neglected, as in the general literature on S-D logic, too (Plé 2017;Plé et al. 2010). To improve the understanding of value co-destruction, we draw on the resource schema provided by Maglio and Spohrer (2008), who highlight four resource categories (people, technology, organization, and (shared) information) that are of high importance for the realization of value co-creation. ...
Access: https://aisel.aisnet.org/pacis2020/223/
Service integrators have disrupted many industries by the implementation of novel business models, such as the provision of digital marketplaces, where businesses and customers directly interact with each other. In the travel sector, service integrators have become indispensable. In the mobility sector, however, they still play a minor role. We take a service-dominant logic perspective to analyze the lack of cooperation between public transport providers and service integrators. Using data from interviews with representatives from public transport companies and hotels, we detect systematic differences in their business and IT-strategies. Our empirical results show that the misuse of the resources people, technology, organization, (shared) information, and finance impede the cooperation between public transport companies and service integrators. Our study provides novel insights into the concept of value co-destruction in the field of intermodal mobility services and indicates practical guidelines for public transport companies and associations.
... The private service literature de nes co-creation and co-destruction as 'two sides of the same coin' [31]: co-creation is the interactional process that improves the 'service system's well-being' [32] (p.149), while co-destruction is the interactional process that reduces 'at least one of the systems' well-being' [13]. ...
... Although co-creation and co-destruction generate opposite results, they are considered by the private service literature to be dynamic processes that may coexist [16] and alternate with each other over time [31]. The concurrence and dynamics of these opposite processes can be explained by three main factors. ...
Background: Co-production has been widely recognized as a plausible means to reduce the dissatisfaction of service users, the inefficacy of service providers, and conflicts in relations between the former and the latter. However, this enhancement of co-production has started to be questioned: co-production is not always a panacea, and its effects may not always be fruitful. To understand and prevent unsuccessful user and provider collaboration, the recent literature has begun to focus on the causes of co-destruction. This paper investigates how the possible limiting factors that arose during the co-production of a new social service with family caregivers of older patients living in a rural and remote area might influence the process of co-creation and/or co-destruction.
Methods: To investigate this topic, we performed a single case study by considering a longitudinal project (Place4Carers) intended to co-produce a new social care service with and for the family caregivers of elderly patients living in a rural and remote area. We organised collaborative co-assessment workshops and semi-structured interviews to collect the views of family caregivers and service providers on the co-production process. As part of the research team that participated in the co-production process, we contributed to the analysis with a reflexive approach.
Results: The results confirmed that the project experienced both the processes of co-creation and co-destruction. Some dimensions are crucial in such processes. In particular, the dimension related to trust in the promoter of a project and the other partners can determine its success or failure. Moreover, the level and effectiveness of engagement and creating a cohesive partnership among partners are key aspects for a co-creative project.
Conclusions: Our article confirms that the co-creation and co-destruction processes coexist. The role of researchers and service providers is to prevent or remedy co-destruction effects. To this end, we suggest that in co-creative projects more time should be spent on creating mutual trust through conviviality among participants, and institutions should foster collaborative research in order to help organizations that are not used to working together. Hence, particular attention should be paid to internal evaluative procedures.
... This is the main problem regarding value co-creation, given that it leads to an absence of integration and orchestration between agribusiness actors towards innovation (Bonamigo, Ferenhof, & Forcellini, 2017;Ferenhof et al. 2019), which can result in value co-destruction through the partnership, as a lack of integration between partners can lead to situations in which a particular decision creates value for some, but destroys value for others. Such destruction cannot be quickly perceived by partners, once they are not fully integrated (Plé, 2017;Plé & Cáceres, 2010). ...
Purpose: This study aims to list the managerial implications arisen from an interaction between a brewery and a Brazilian government agency grounded in the Lean principles of value co-creation through a case study.Design/Methodology/Approach: Empirical data on the actors were collected through questionnaires with managers and documents shared as they were being filled out. Their content analysis was carried out according to Bardin (2011).Originality: This is the very first study carried out to evaluate the benefits reaped from an interaction between a brewery and a Brazilian government agency grounded in the Lean principles of value co-creation.Results: Managerial implications involved in value co-creation are elucidated in respect of agro-industrial services provided by the brewery and a Brazilian government agency. Thus, Integration Strategy, Protection mechanisms and Growth opportunity constitute key elements in networking orchestration while providing agro-industrial services.Theoretical and methodological contributions: The factors affecting information and knowledge were shared between partners for improving the brewery production chain. The concept of value co-creation allowed overcoming issues of innovation and providing the actors with better services.Management contributions: Once having identified the three basic elements of a successful cooperation, as well as managerial implications concerning the actors involved, this study assists managers and researchers in developing strategies to overcome the obstacles faced in the provision of agro-industrial services based on the Lean principles of value co-creation. Furthermore, supporting factors in making decisions towards value co-creation are exposed so as to stimulate innovation via value co-creation and network orchestration.
... Se ha consolidado en la literatura la idea de que la VCC y la VCD son la integración alineada (VCC) o desalineada (VCD) de recursos (operant/operand), con respecto a su movilización/uso/gestión (Vargo y Lusch, 2004;Vargo et al., 2008;Echeverri y Skålen, 2011;Kashif y Zarkada, 2015;Vargo y Lusch, 2016;Chowdhury et al., 2016;Frow et al., 2016;Plé, 2017;Makkonen y Olkkonen, 2017;Järvi et al., 2018;Yin et al., 2019;Laud et al., 2019;Yeh et al., 2020). ...
A partir de la noción de Formación Interactiva de Valor en la Service Dominant Logic, este estudio analiza las causas de la value co-destruction (VCD) entre clientes y hoteles, y también qué perciben los directivos sobre esas causas que llevan a sus huéspedes a una evaluación negativa de los servicios El estudio de casos, cualitativo, exploratorio y descriptivo, se desarrolló en dos etapas. En la primera, se analizan 125 comentarios en la web de huéspedes de 5 hoteles. En la segunda etapa, se profundiza la discusión desde la perspectiva de los directivos. Los datos fueron analizados con análisis textual y de contenido. Los resultados demostraron que las causas de la VCD ratifican lo que se produjo en la fase actual de expansión de los estudios (2016 a 2020), en la cual se mantiene el enfoque de la VCD como la desalineación en el uso de recursos, pero, la visión ampliada que trajo los directores en el sector de hospitalidad, señala que se está caminando hacia una perspectiva Emocional-Cognitiva. El cliente de un hotel busca objetivamente recursos que están al alcance de la dirección del hotel, tales como: infraestructura, servicios y recursos que funcionen adecuadamente. Por su parte, los gerentes perciben desafíos relacionales y subjetivos. Empíricamente, se ratifica de modo cualitativo-exploratorio, las causas para la VCD a partir de la realidad española, invitando a que más investigaciones sobre causas, formas de ocurrencia, actitudes de las empresas frente a la VCD ingresen en la agenda de los estudios sobre marketing y hospitalidad.
... Actors are part of service systems and are described as 'configurations of people, technology, value propositions connecting internal and external service systems, and shared information' (Maglio & Spohrer, 2008, p. 18). These interactions can be direct (e.g., person-to-person interactions) or indirect (e.g., interactions via appliances such as goods or services; Plé, 2017). ...
This study explored the sources of value co-creation, co-destruction and co-recovery amid the COVID-19 outbreak using 415 online reviews of guests’ experiences with Airbnb. Data analysis using the grounded theory approach identified two main sources: Airbnb’s customer service and hosts’ conduct. Four sub-themes (quality of interactions with customer service representatives, difficulties in achieving resolution, dissatisfaction or satisfaction with the resolution offered and costs incurred by the consumer) comprised the main theme of Airbnb’s customer service. Two sub-themes (the role of the host’s communication in service recovery and perceived unethical actions by the host) comprised the main theme of hosts’ conduct. The findings indicate that collaborative engagement in the restoration of service failure by actors results in value co-recovery.
... Subsequent researchers tend to study value co-destruction in combination with a specific industry or interactive environment (e.g. Dolan et al., 2019;Kashif & Zarkada, 2015;Plé, 2017;Zhang et al., 2018). In the B2C context, the abuse of customer resources by organizations or employees has resulted in value co-destruction (Castillo et al., 2021;Plé, 2016;Smith, 2013), and customers' abuse of their own resources (such as complaint behavior, exaggerated online reviews, negative interactions with other customers) can also have a negative impact on value formation (Baker & Kim, 2019;Dolan et al., 2019;Kim et al., 2020;Luo et al., 2019). ...
This paper develops a value co-destruction behavior (VCDB) scale in the business-to-customer (B2C) service context. It uses a multi-method and multistage design, which is consistent with the method of developing and validating psychometric scales. That is, in the first stage, we focus on the development of measurement items designed to reflect the conceptual attributes of VCDB. The second stage determines whether the measurement items are established as an indicator of VCDB and whether their reliability values are acceptable. The third stage tests to what extent the measured items represent the structure of VCDBs and their reliability and convergent and discriminant validity. Finally, the nomological validity of the VCDB scale is tested. Through qualitative induction and three quantitative studies, this study constructed a multidimensional VCDB scale, composed of bad employee resource integration behavior, bad customer resource integration behavior, bad employee interpersonal interaction behavior and bad customer interpersonal interaction behavior.
... Forskning påpeker at samødeleggelse kan knyttes til uoverensstemmende praksiser (Echeverri & Skålén, 2011), eller forsettlig eller utilsiktet misbruk av ressurser (Plé, 2017;Smith, 2013). ...
The aim of this dissertation is to contribute knowledge about how value can be created and destroyed for vulnerable users and family carers in public services, through an increased understanding of their roles as actors in co-creation. With an empirical starting point in service innovations aimed at vulnerable users, the thesis analyses co-creation processes that involve users, family carers and service providers. The thesis is theoretically based on public service logic (PSL) and has its starting point in PSL’s
understanding of the service user as the basic unit of analysis, where users are understood as active and equal partners in co-creation.
The thesis argues that the understanding of the user as an actor in PSL is based on four assumptions about the user’s resources and attributes. Through empirical studies, the thesis problematizes these assumptions and explores connections between users’ and family carers’ resources and attributes, and the harmony perspective in co-creation.
Findings illustrate that vulnerable users often lack resources and attributes that enable them to participate as active and equal partners in co-creation, and that family carers’ role as actors in this context must be understood as a result of users’ lack of resources and attributes. At the same time, it is substantiated that family carers’ ability to fulfil this role must also be understood in the context of their own resources and attributes, as well as the broader context in which they find themselves.
The study links users’ low health literacy and the responsibilization of family carers to value co-destruction and conflict, and thus establish a connection between users’ and family carers’ resources and the harmony perspective in co-creation. Furthermore, implications for the role of service providers in PSL are addressed. Among other things, it is substantiated that a greater degree of paternalism may be necessary regarding the assessment of value in the context of vulnerable users. The dissertation contributes by developing the understanding of users and family carers as actors, and by increasing knowledge about how value can be created or destroyed as well as conflicts, in cocreation processes and service innovations aimed at vulnerable users.
The dissertation is article based and consists of three articles and this
introductory chapter (kappe). The thesis is qualitative and based on a document study of
municipal reports (Article 1) and an interview study of users, family carers, municipal
managers, and staff (Articles 2 and 3).
... These studies have also underlined how participation in the creation of shared value depends on the expectations of each actor and, consequently, when each integrates their own resources with those of others, they need to be reassured that the benefits outweigh the sacrifices. Additionally, the expected value can be of various types (economic, social, cultural, professional, organizational, symbolic, etc.), whereby within one subject (individual or organization), one type of value could compensate for another (Lombardo and Cabiddu 2017), or the value created for an actor could also lead to value being destroyed for others involved in the same interactions (Plé 2017). ...
Value co-creation has emerged as an important competitive strategy leading to value innovation. In tourist destinations co-creation results from the participation of multiple actors synchronously and contextually in value realization. Yet value co-creation remains highly theoretical and lacks empirical operationalization, especially in destination contexts. Are tourism destinations able and sufficiently mobilized to exploit the potential offered by co-creation theory? This paper operationalizes two fundamental dimensions of the value co-creation process, collaboration and learning, by developing and testing a measurement scale to evaluate the perceived impact of these dimensions on the market performance of actors at a tourist destination. Contributions to the literature on value co-creation and learning as well as managerial implications are discussed and suggestions for further research are made.
... Some treat it as the "dark side" of VCC (e.g., Crick, 2019;Mele et al., 2018) or "negative value" of the IVF result (e.g., Sweeney et al., 2018;Ge et al., 2019;Yeh et al., 2020). Plé (2017) reiterates the importance of studying VCD for a more realistic understanding of the value process, since being restricted only to the VCC can impair understanding of VCD. Based on VCD, Wang et al. (2019) reviewed the literature on the uncertainties in the formation of collaborative value, synthesizing contingency factors of value results in VCC, such as convergence of production and consumption, dynamics of the collaborative relationship, heterogeneity of involvement, and complexity of customer perception. ...
This paper proposes to verify, in the current literature on VCD, which dimensions/variables have often been studied in empirical efforts. The analysis was based in two stages. In the first, the general characteristics of the articles were identified. In the second stage, which dimensions or variables of VCD have been frequently studied were identified. As a result of this systematic review, new research possibilities were identified to explore VCD study.
... These studies suggest that a deeper understanding of the phenomenon of VCC requires also knowledge of the destructive aspects of service provider-customer interaction (Ostrom et al., 2015). Indeed, these insights suggest that both VCC and VCD may result from the same interactions between service providers and their customers and that the study of VCD may be as relevant as the study of VCC (Plé, 2017). ...
This study, using an exploratory multiple case study design, focuses on the relationship between service provider-customers’ social interaction, resource integration, and value. Our research highlights the need for a value definition that is inclusive of practices that contribute to creating or destroying value. We adopted a definition of value that encompasses variation in four forms of capital (economic, cultural, social, and symbolic). The present findings yield a set of categories of value co-destruction practices related to each form of capital. This research shows how the study of service provider-customers’ social interaction and resource integration practices can be used to understand the subtle connection between value co-creation and value co-destruction. Our research allows practitioners to recognize and contrast VCD, as it emerges and impacts their service relations.
... Small businesses are often sorely lacking in resources needed to provide competitive solutions to their customers (Valaei et al., 2016). While co-creation offers a beneficial strategy to access resources and inputs they need, but lack, to build competitive products (Godmundson, 2003;Partanen et al., 2008;Zahra & Nambisan, 2012), it also places them in a vulnerable position, relative to their customer-partners, who have the resources their small providers need (Plé, 2017). Thus, for small businesses, and in fact other resource-constrained providers of goods and services, co-creation may be initiated as part of a broader strategy of controlling resources belonging to others (Manimala, 2008), and at the expense of the cocreation partner. ...
Co-creation has been lauded for the exceptional benefits it offers engaged actors, with a particular emphasis on its ability to empower previously passive, and sometimes disadvantaged, customers. Drawing on De Certeau’s notion of the tactics of the weak, we problematize this view, unpacking some of the often unarticulated, opportunistic motives and behaviors of firms in co-creation processes in practice. We develop our contribution in the context of a small software business and its clients, collecting data through semi-structured interviews, observations, and archival documents. Our findings provide insights into the organizing practices that reinforce the disadvantaged positions of business customers, while ascribing an empowered status to these customers. We outline three stages of opportunism that unfold inadvertently in tandem with what researchers have often described as processes in a democratized value-creation space. We conclude with a discussion of the managerial and theoretical implications, and directions for future research.
... Assim a cocriação é acordada e as partes contribuem com tempo, conhecimento e esforço para agregar valor à qualidade dos produtos existentes, bem como fornecem ideias para o desenvolvimento de novos produtos/serviços. Porém, nem sempre a cocriação entre organizações resulta em benefícios para todos os envolvidos, de fato algumas alianças levam à destruição ou diminuição de valor para um ou mais atores -esse conceito é chamado de codestruição de valor (PLE, 2017 Com base nestas informações levantadas, observa-se que há uma lacuna, ou seja, oportunidades para empregar diferentes tecnologias da Indústria 4.0 no Laboratório de Inovação. Embora a simulação seja a única tecnologia empregada neste momento, o entrevistado informou que "a ferramenta melhorou os resultados e a organização dos projetos produtivos pois auxilia a permanecer "dentro do orçamento" e a analisar as alternativas possíveis para diminuir os riscos". ...
... In addition, describing the significance of value co-creation and of value in use lacks discussion on the converse possibility (value co-destruction and co-creation) (Plé et al., 2010). Also, while it is important to understand what can lead to value co-creation, it is just as important to understand co-destruction (Plé, 2017). Co-destruction, specifically, as it is important to understanding customer complaining behaviours to further improve service quality and restore dissatisfied customers (Maxham, 2001;Snellman & Vihtkari, 2003), it is also important to understand how value is destroyed. ...
A new service concept meets some resistance from those who face it prior to adoption. If the resistance cannot be overcome, the new service will not be diffused. There have been many studies of business-to-consumer (B2C) contexts on adoption and rejection of product and service innovation. The question remains, what barriers should be overcome in the diffusion process of new services in the business-to-business (B2B) contexts? For example, if you implement a new service concept to your organization to create new value with your customers, what barriers does your organization need to overcome? Few studies to date have revealed the issue. To identify barriers for adoption, this study focuses on the diffusion process of the Agile software development method in Japanese organizations, which is still in progress, and attempts to approach the adoption barriers for service innovation in the B2B context to understand the barriers and leverage point for overcoming them.
The Agile software development method is an innovation of software development. But there is a possibility that its diffusion will be stopped due to the resistance of project managers involved in a software development. This may lead service systems to value co-destruction as well.
... Given that "value is uniquely, experientially and contextually perceived and determined by customers" (Grönroos & Gummerus, 2014) and, in the context of Airbnb, the service provider (host) predefines both the tangible and intangible aspects of various product/service bundles, a goods-dominant approach (Vargo & Lusch, 2004), an Airbnb experience may lead to multiple perceptions of value. The same service may result in diverse levels of value for different people, both service providers and customers, and making them better off (co-creation) or worse off (co-destruction) (Plé, 2017). Value co-creation refers to the resource integration process between the provider and the customer (Vargo & Lusch, 2008), and all the actors involved in the process act to benefit from the interaction (Grönroos, 2012). ...
This study explores interactive value formation, particularly the underlying drivers of three value outcomes in the Airbnb context: co-creation, co-destruction and co-recovery. The study focuses on reviews posted online by Airbnb guests in English. These posts contained customers' positive and negative experiences with Airbnb on Trustpilot. The data analysis uncovered two main themes that reflected the drivers of value co-creation, co-destruction and co-recovery (company's customer service and hosts' actions). First, after a service failure, many guests experienced value co-destruction because they felt that Airbnb's customer service agents could not solve their problems in a timely and proper manner, while the use of successful recovery efforts by the service agents served as an antidote to value co-destruction, thereby contributing to value co-recovery. Second, host's friendly behaviour, including prompt communication between the host and the guest, led to value co-creation. On the contrary, inadequate communication and unethical actions by the host generated value co-destruction among the guests and resulted in a decline in their well-being. The findings suggest that particular value dimensions can individually act as a source of either value co-creation or co-recovery, while their inadequate integration in the interactive value formation processes leads to value co-destruction. ARTICLE HISTORY
In the social world, brand value co-creation is described as an essential activity of market leaders that defines the growth and development of industries. This study explores the existing conceptualisation of brand value co-creation, and suggests reasons for co-creating brand value. For the purpose of a germane background, the study conducted a conceptual and empirical review of brand value co-creation. The study concludes that in order to remain relevant, successful and sustainable in a highly competitive environment, companies should strive to build brands by leveraging the potential of co-creating brand value. The novelty of this research lies in its logical establishment of the reasons of brand value co-creation- innovation, resource integration, relationship building, collaboration, customer satisfaction, and brand equity. Finally, the article proposes a conceptual model that highlights the reasons and categories of brand value co-creation. This article also contributes systematically to evolution of the field of brand value co-creation and identifies opportunities for further research that indicates its pertinence to brand management. Received: 16 December 2022 / Accepted: 28 February 2023 / Published: 5 March 2023
Purpose
Emerging transformative service research (TSR) studies adopt a service system lens to conceptualise well-being across the micro, meso and macro levels of aggregation, typically within an organisation. No TSR has yet examined well-being across multiple interconnected organisations at the highest level of aggregation, the meta or service ecosystem level. This study aims to explore how value co-creation and, critically, co-destruction among different actors across interacting organisations enhances or destroys multiple levels of well-being.
Design/methodology/approach
This study uses semi-structured, in-depth interviews to collect data from five types of key actors ( n = 35): players, team owners, tournament operations managers, casters and viewers, across 29 interconnected organisations in the oceanic esports industry. The interviews were coded using NVivo 12 and thematically analysed.
Findings
Resource integration on each level of aggregation within a service ecosystem (micro, meso, macro and meta) can co-create and co-destroy value, which leads to the enhancement and destruction of multiple levels of well-being (individual, collective, service system and service ecosystem). Value co-creation and co-destruction, as well as the resultant well-being outcomes, were interconnected across the different levels within the service ecosystem.
Originality/value
To the best of the authors’ knowledge, this research is the first to incorporate a multi-actor perspective on the well-being consequences of value co-creation and value co-destruction within a service ecosystem as opposed to service system. Thus, this research also contributes to the minimal research which examines the outcomes of value co-destruction, rather than value co-creation, at multiple levels of aggregation.
Purpose
Given the importance of senior volunteers in an ageing society, this study aims to deepen the understanding of how seniors create well-being by volunteering as service providers in terms of motivations for volunteer participation and value co-creation/co-destruction in service provision.
Design/methodology/approach
Focussing on senior volunteers acting as service providers in the tourism sector, this study conducted a programme of qualitative research with 15 senior volunteer tour guides in Japan and the UK through the purposive sampling method. The data were analysed by the Gioia method to identify data structure and create a conceptual model.
Findings
Seniors start with a mixture of different motivations, not only symbolic and health ones. However, after a certain period of training, they become more aware of their volunteer role as service providers and may strive to maximise the benefits to their clients. The overall performance of such a role supports their well-being. They may also experience episodes of value co-destruction; such negative experiences may be overcome by building good relationships with their colleagues in the organisation.
Practical implications
The paper identifies organisational support ideas for senior service provider volunteers aimed at overcoming negative experiences and achieving well-being, in terms of training and improved communication between organisation members.
Originality/value
This study contributes to the transformative service research literature by constructing a model to showcase the relationship amongst expectations of volunteering as a service provider, service delivery and well-being creation. This paper also discusses the positive and negative effects of volunteer service delivery on senior volunteers' well-being.
A number of initiatives are underway for digitalizing real estate transaction processes. Public and private sector bodies are working to automate information retrieval and processing of the financial, ordinance and fiscal aspects of such transactions. Other initiatives, such as ours, are targeted toward helping stakeholders directly involved in selling and buying real estate. We present the results from a set of group sessions, where the focus was on improving the presentation of salient information to sellers and buyers of property. Based on an earlier conceptualization of perceived information difficulties, we elicited user stories for facilitating a better generation, provision and consumption of relevant information for the residential real estate transaction process. A total of ten services were aggregated from the user stories. We then asked a set of stakeholders to rate the effect of the services on functional objectives; i.e., on how they will affect the transaction process. We asked stakeholders at the managerial level to rate the functional objectives on strategic objectives. Combining the two sets of ratings, one obtains a rating of perceived benefit for the services, which can help in prioritizing which services to start developing first. In the outset, real estate transactions involve stakeholders with opposing interests. We conclude that multi-stakeholder group sessions can help generate services that serve these conflicting interests on a common ground.KeywordsReal estate transactionsTechnical conditions informationService designStakeholder journeyBenefit estimation
Transformative Service Research (TSR) is any research with its core that investigates the relationship between service and well-being (Ostrom et al., 2010; Anderson and Ostrom, 2015). The research on collectively social-level TSR has still been ignored to a certain extent because it’s challenging to factor out the transformative service elements in the context of the whole society (Anderson and Ostrom, 2015; Vargo, 2018). Even a holistic framework evaluating TSR at collective structure is under-researched. Thus, motivated this study to continue to answer the research question “What are the drivers mediating the relationship between service and human’s well-being at the collectively social level?” The study delves into more collective analysis levels of TSR from interdisciplinary angles, service research, and policy research. The paper is a bold move to add nuances to the breadth of the current line of TSR. In particular, the study conceptualizes TSR in a new framing: Human Development Approach, responding to the latest call from United Nations Development Program organization.
Given the growing interest in value destruction and co-destruction research, this study explores media agency-client relationships, identifying their industry-specific value-damaging behaviours and business conditions. It adapts the concept of service logic value spheres to differentiate between provider and client value destruction as well as joint co-destruction spheres. Through 25 interviews with media agencies, advertisers, and media consultants, the study analyses whether one actor (provider or client) or both (joint) are responsible for value destruction. It determines value destruction/co-destruction activities occur in several contextually embedded business environments (media advertising markets). Additionally, organisational structures (marketing departments), management decisions (leadership), and relationship stages (pitch situations) are framed by actors’ industry-specific service activities (campaign planning). The authors highlight management implications and suggest strategies to improve media agency provider-client relationships.
Ethical lapses seem to be at all-time highs, threatening company reputations and undermining consumer trust. Many sales associates feel forced into unethical behaviour. Ethics stress increases turnover, burnout and fatigue, and it decreases employee satisfaction. What if ethical sales practices could create value through increased sales, higher customer satisfaction and retention, more referrals and improved well-being for employees? Research shows companies need not sacrifice profits for ethics. In fact, companies with higher ethical standards experience greater customer loyalty, satisfaction and referrals. This article highlights key research findings and provides practical suggestions for creating an ethical culture.
Purpose
Co-production is an important process that alters value creation and improves the relationships between service providers and their customers. Such practice allows customers and service employees to access and leverage resources residing in their relationships. Clearly, the marketing-related literature focuses on the bright side of co-production. Nevertheless, the costs and potential negative consequences associated with its dark side must be further investigated. Therefore, this study aims to present a conceptual framework that explores the relationships among co-production, co-production enjoyment, co-production intensity, service effort, and job stress, and their effects on value co-creation, value co-destruction and customer satisfaction.
Design/methodology/approach
This study was conducted on the basis of dyadic data; the process incorporates both the customer and the corresponding service employee into a single unit of analysis. The proposed model was tested by using a structural equation model that involves LISREL analyses.
Findings
The results of this study indicate that co-production influences co-production enjoyment, co-production intensity, service effort, and job stress. Co-production enjoyment and service effort increase value co-creation, whereas co-production intensity and job stress increase value co-destruction. Value co-creation and value co-destruction have different effects on customer satisfaction.
Originality/value
This study addresses the gap in the extant research and contributes to a better understanding of the double-sided effects of co-production by integrating employees and customers into a single dyadic and comprehensive model.
Travel livestreaming has brought light to the tourism industry during the darkness of the COVID-19 pandemic. Although travel livestreaming is in full swing in practice, academic research on this subject is somewhat lagging. Value dimensions/drivers derived from service field may contribute to the overall value of relevant stakeholders. The aim of this preliminary study is to identify emotional experiences from the perspective of travel livestream viewers, revealing the drivers of value cocreation and codestruction. Based on grounded theory, data were collected through in-depth semistructured interviews, and 11 functional dimensions were revealed, namely, authenticity and immersion, entertainment, remuneration, uniqueness, symmetry, utility and convenience, interactivity, technical support, livestreamer characteristics, and regulators. These dimensions are contributed by multiple entities, including travel suppliers, livestreamers, live platforms, other viewers, individuals, and the external environment. These findings provide evidence of the reversibility of cocreation and codestruction and makes contributions to both theory and practice, especially regarding implications for future research.
Theoretically based on public service logic, this study investigates value co-creation processes at the micro level. It explores the connections between responsibilization, value co-destruction, and value conflicts within a public healthcare context. Focusing on the roles of family carers it reports on a qualitative interview study in Norwegian municipal healthcare services. This study contributes to the service literature by demonstrating how responsibilization can lead to value co-destruction, resulting in conflicts of individual value.
This study aims to conceptualise the risks of a co-creation relationship between providers and customers in the front end of innovation (FEI). The existing literature on the topic of the interactions between customers and providers is vast but mostly reflects the vision of each respective field of science addressing specific issues and dynamics. This review paper combines integrative and generative approaches (Post et al., 2020). The narrative overview methodology (Green et al., 2006) fits the purpose to integrate the contributions of scholars from different areas and with distinct perspectives. The authors present a comprehensive view of the complex and, sometimes, conflictual customer–provider relationship in a business-to-business (B2B) context applied to the FEI. The review, mostly focused in the service industry, included the identification of inconsistencies and poorly explained phenomena. This work contributes decisively to the innovation, management and organisation literature, advancing a model of the projected risks of the specific customer–provider relationship in the FEI phase.
\In recent years, scholars have begun to dedicate their attention to destructive relationships as a critical component of organizational life. Prior research has approached it from various points of view, such as trust and partnering, project management, and relational coordination. The purpose of this research is to explore organizational level antecedents of value co-destruction in Lisbon, Portugal within the hospitality sector. The research was quantitative in nature, adopting the survey method. To measure the proposed hypotheses, a unique conceptual model was developed with leadership support, supportive organizational climate, value co-destruction, and commitment to value co-creation as constructs. Data was collected from the hospitality sector of Lisbon, Portugal where 600 responses were obtained for analysis. All participants were employees from the hospitality sector. Key findings revealed that leadership support was dominant in comparison to the other constructs based on how high it loaded as a factor. In addition, a high perception of a supportive organizational climate among service employees will result in a low occurrence of value co-destruction in their organization. Further research direction on the subject is proposed.
This conceptual article integrates value co-creation concepts with dimensions of integrated care demonstrating how a marketing framework and a framework originated in health can achieve a beneficial fusion to enhance health outcomes. Using midwifery health care services as the context, we contend that integrated care models focus only on co-production overlooking the complex, value co-creation potential of value-in-use for improved health outcomes. We add four new dimensions of value-in-use: client–provider shared principles, client agency, empowerment, and relationship equality. Adopting an interdisciplinary approach, a value co-creation perspective advances our understanding of the activities and processes of integrated care at the various levels in the patient’s lifeworld beyond the patient–carer interface. We argue that adding value-in-use dimensions to health care’s integrated care model adds conceptual clarity and will improve service delivery and patient health care outcomes.
The aim of this conceptual article is to both provide a critical review of research into value co-destruction (VCD) and outline a common conceptual framework in order to better understand and guide future research into VCD and value co-creation (VCC). This review finds that the VCD stream of research has followed two lines of enquiry: one that highlights the role of resources and service systems and another that focuses on practices. It further finds that some prior research has argued that a direct and reciprocal relationship exists between VCD and VCC, captured in the concept of interactive value formation (IVF). A synthesizing IVF framework is outlined which suggests that the alignment and misalignment both within practices and in-between different practices determines IVF, that is, VCD and VCC. The framework further suggests that IVF is both enabled and constrained by resources and service systems.
La coproduction de l'offre avec le client se généralise et particulièrement les formes de participation qui attendent du client une forme d'exécution de tâches et nécessitent des efforts autodirigés. Nous proposons dans cette recherche en cours, d'interroger ce type de coproduction à travers le cadre théorique du contrat psychologique, emprunté au champ des comportements organisationnels. L'analyse de la littérature met en évidence les liens théoriques entre le travail du client et les contrats psychologiques développés dans une relation de subordination de travail, et vient interroger le cadre de la relation de travail avec un client, le management de l'effort client et le processus de cocréation de valeurs sous-jacent. Cette recherche en cours s'achève par une proposition méthodologique et un ensemble de questions associées. Abstract : The co-production of the offer with the client is becoming more widespread and particularly the forms of participation that expect the client to perform tasks in a way that requires self-directed efforts. In this ongoing research, we propose to question this type of co-production La coproduction de l’offre avec le client se généralise et particulièrement les formes de participation qui attendent du client une forme d’exécution de tâches et nécessitent des efforts autodirigés. Nous proposons dans cette recherche en cours, d’interroger ce type de coproduction à travers le cadre théorique du contrat psychologique, emprunté au champ des comportements organisationnels. L’analyse de la littérature met en évidence les liens théoriques entre le travail du client et les contrats psychologiques développés dans une relation de subordination de travail, et vient interroger le cadre de la relation de travail avec un client, le management de l’effort client et le processus de cocréation de valeurs sous-jacent. Cette recherche en cours s’achève par une proposition méthodologique et un ensemble de questions associées.
La coproduction de l’offre avec le client se généralise et particulièrement les formes de participation qui attendent du client l’exécution de tâches et nécessitent des efforts autodirigés. Nous proposons dans cette recherche, d’interroger ce type de coproduction à travers le cadre théorique du contrat psychologique, emprunté au champ des comportements organisationnels. A partir d’entretiens semi-directifs sur l’expérience de coproduction de clients en situation, les résultats font émerger un cadre contractuel tacite qui structure la relation du client à l’entreprise dans ce contexte de coproduction. Il émerge une série de promesses mutuelles tacites entre le client et l’entreprise sur l’objet et sur les modalités de réalisation qui structurent ce contrat. En faisant dialoguer, dans la discussion, ces résultats avec les dimensionnements proposés par la littérature sur le contrat psychologique, le cadre du contrat psychologique dans la situation de coproduction client prend son sens autour de dimensions connues et l’apparition d’une nouvelle sur le respect du besoin du client. Enfin, nous discutons la dualité entre une relation commerciale orientée sur le besoin client et une relation de coproduction orientée sur le bon déroulement du processus de participation du client et la « capacité à faire » du client. Ceci construit une ambiguïté de rôle dans la relation entre le client et entreprise, source de violation et de rupture du contrat psychologique.
The article builds a framework for interactive value formation (IVF) in interorganizational relationships. The framework describes IVF as interplay between resource integration and a multilevel service system, which manifests in interaction episodes accumulating into a relationship. The interplay generates outcomes in which the actors are better off (co-creation), worse off (co-destruction), or indifferent (no-creation) to value gained. The framework is demonstrated in an empirical case of a cultural sponsorship relationship where the co-destructive and no-creative interaction episodes dominated co-creative instances, finally accumulating into a relationship outcome of value no-creation for both parties. The framework and the launched novel conceptualization of value no-creation contribute to the research on service systems, resource integration for value, and failure in value co-creation. The research on failure in value co-creation, that is, value co-destruction, is scant. This article further elaborates this research stream and bridges to the research on co-creation.
This research explores the dark side of value co-creation (VCC) in B2B service networks. Whilst VCC is attracting a great deal of academic attention and a number of studies have highlighted the benefits of VCC, researchers often fail to consider the potentially negative consequences of VCC, especially in the context of business networks. This study explores the negative aspects associated with VCC in advertising service networks and identifies role conflicts and ambiguity, opportunism and power plays on the dark side of VCC. Tensions created by role conflicts during VCC interactions are highlighted. Also sharing of responsibilities during VCC can result in managers having a lack of clarity about what is expected of them, leading to role ambiguity and misunderstandings between firms. Managers engaging in VCC display weak-form opportunistic behaviors. These softer forms of opportunism are found to be tolerated and almost expected within long-term relationships. This research suggests that the exertion of power often shapes VCC activities within the advertising service network. Power plays are used as a means to mobilize appropriate resources and to influence network actors to adhere to value co-creation objectives. The presence of role conflicts, role ambiguity, opportunistic behaviors and power plays indicate that there is indeed a dark side to VCC that is currently omitted from existing VCC frameworks. A further contribution of our study is to highlight that a bright-dark dichotomy does not fully describe the complexity of VCC in B2B service networks and we show how the dark side may lead to positive outcomes.
Purpose
– The incidents of customer abuse of frontline service employees during service encounters are increasing which has led to co-destructruction of value. The service strategists makers are struggling hard to frame a holistic picture of such incidents to be able to reduce the number of misbehaviour incidents but still are unable to achieve success. The purpose of this paper is to incorporate a social system perspective to study in detail customer misbehaviour incidents from the perspective of frontline banking employees and customers.
Design/methodology/approach
– The data from 33 frontline banking employees and 22 customers, 55 in total was collected by structured interviews. The data collection focused a critical incident technique and for the purpose of analysis, thematic analysis was optioned.
Findings
– The employees and customers both blame each other to trigger a misbehaviour incident during banking transactions. The results reveal a clear communication gap between employees and customers as none of them understand the problems of the other party. The employees think that customers gain power through such incidents while customers believe employees to be ignorant, wasting the time, and lack complete information.
Practical implications
– The marketing policy makers need to pay respect and complete organisational support to frontline staff working in high contact service firms to cope with misbehaving customers.
Originality/value
– The study is pioneer in applying a social system perspective to explore employee and customer experiences of misbehaviour incidents during banking service encounters. Furthermore, the study has been first of its type to explore the phenomenon of misbehaviour from a developing country perspective.
Purpose
– Researchers and practitioners usually consider that integrating customers in firms’ business models comes with positive consequences. However, customer integration may also detrimentally influence firms by limiting their strategic and operational latitude, which, in this context, refers to the degree of freedom companies possess over their strategic and operational decisions and actions. Being aware of that would enable companies to limit this potentially harmful influence.
Design/methodology/approach
– This is a conceptual paper that relies on recent business cases. It is suggested that the negative influence of customers on firms’ latitude occurs through the three dimensions of their business model, namely, resources and competences, value propositions (i.e. the firm’s offer) and the organization.
Findings
– By influencing the use of resources and competences, the design and evolution of the value proposition or the functioning of the organization, customers may constrain firms’ strategic and operational moves and thus have detrimental effects on their performance and evolution. Three ways to counterbalance this potentially negative influence are proposed.
Research limitations/implications
– A lack of prior research on the negative side effects of customer integration in firms’ business models is emphasized. Further studies are needed to help firms take these into consideration.
Practical implications
– Being aware of the potential drawbacks associated with using customers as resources, firms are invited to balance the level of their strategic and operational latitude with the importance that they grant to their customers.
Originality/value
– This paper introduces the concept of strategic and operational latitude. It is also one of the few to highlight the negative consequences of customer integration in firms’ business models.
Although their importance in service operations is widely acknowledged in services marketing literature, the place and role of customers in organizational theories remain unclear. In particular, the way customers may influence the firm’s intra-organizational coordination has received little attention. By combining services marketing and intra-organizational coordination theories, this paper contends that customers may influence the coordination process among service employees, also called relational coordination. Relational coordination is a process that focuses on the interactions among the roles endorsed by employees who participate in this process, carried out through communication and a web of relationships among these participants. It is argued here that customers should be included among the set of participants in relational coordination; they might influence relational coordination among service employees through the way service employees perceive customer participation (CP) in service processes.
This article proposes a conceptual framework of the potential influence of CP on relational coordination among frontline service employees, by reporting the findings of case studies carried out in two multichannel retail banks. The data analysis offers two main results. First, the way in which frontline employees perceive inputs (i.e., what customers bring to service processes) and the antecedents of CP (i.e., reasons customers participate in service processes) appears to influence relational coordination among employees. Second, this influence seems to be moderated by the nature and history of the customer–employee interaction. The data analysis also suggests mutual leniency as a potential new sub-dimension of the relationship dimension of relational coordination. Presented as five propositions, these results offer some limitations and further research directions discussed at the end of the paper.
Purpose – The purpose of this essay is to explore further the concept of value cocreation from a service-ecosystems view, by considering the importance of networks and the configuration of relationships and resources in markets.
Methodology/approach – We use a conceptual approach to extend a service-dominant (S-D) logic, ecosystems view of value cocreation by drawing on the literature regarding networks in marketing and related research.
Findings – A service-ecosystems approach to cocreating value-in-context is proposed, which points toward networks as mediating factors in value cocreation because they influence the ability to access, adapt, and integrate resources by establishing exchange relationships and shaping the social contexts through which value is experienced.
Research implications – This research suggests that value cocreation is a complex and multidimensional process that is best studied in the context of dynamic networks or ecosystems of service exchange.
Practical implications – This research suggests that networks mediate value cocreation, and thus, firms should consider the configurations of relationships and resources to develop more compelling value propositions.
Social implications – This research draws on the idea that exchange relationships are embedded within society and suggests that processes of value cocreation not only draw on but also contribute to the social contexts that frame market exchange.
Originality/value of essay – This research extends the value cocreation and S-D logic literature by exploring the role of networks in service ecosystems. In this framework, networks are mediators of value cocreation because they enable access to resources and help to (re)shape social contexts through which value is derived.
This paper contributes to the understanding of value co-creation and co-production by exploring how social roles can be drawn upon as resources for change in value networks. By broadening the marketing emphasis on dyadic perspectives of social roles to that of a network perspective, a social role is conceptualized as a particular set of practices that connects one actor to one or more other actors. In this way, social roles act as resources for change in value networks because they can lead to social norms and establish social positions, or sets of value-creating relationships connected to a particular actor. The proposed framework suggests that actors continually draw on social roles and social positions as resources in their efforts to co-create value with different actors. Given this, we argue that recent, notable changes in social roles within value networks can be more specifically associated with co-production, or the joint development of potential, exchangeable resources.
Purpose – The purpose of this chapter is to provide a comprehensive understanding of current literature on value. In exploring perspectives on economics, choice, consumption and evaluation of value, assumptions and limitations of extant approaches are highlighted and an integrative framework of value is proposed. It is suggested that this integrative perspective on value has a number of implications for marketing theory and research.
Methodology/approach – This chapter conducts an extensive review and assimilation of value from management, marketing, philosophy and economics.
Findings – The chapter categorises the existing value literature into six themes of value understanding: utility, economic worth, perceived satisfaction, net benefit, means end and phenomenological experience. In so doing, the chapter identifies implicit assumptions in philosophy, chronology and consciousness of value and offers an integrative value framework which brings in the literature to understand the contextual invariances of value creation within a phenomenon (i.e. offering, affordance, context, agency and individual resources). In addition, it reconciles creation with choice and evaluation of the value ex ante and ex post. Finally, our chapter proposes the paradox of value – value which can be assessed, measured and even judged by an individual cannot be the value created.
Research limitations/implications – In shifting value away from exchange towards use, it is suggested that marketing positioning, segmentation and targeting strategies may need to consider five elements identified in the integrative value framework. Furthermore, as proposed by the framework, new business models may be achieved from understanding value creation in context.
Originality/value of chapter – This chapter extends existing literature on value through reconciliation of various theoretical literatures in management, marketing, philosophy and economics. Notably, it highlights implicit assumptions in philosophy, chronology and consciousness of value and their potential limitations. It proposes an integrative framework that can be used for understanding the future of marketing and new business models.
This article explores in-depth what health care customers actually do when they cocreate value. Combining previously published research with data collected from depth interviews, field observation, and focus groups, the authors identify distinct styles of health care customer value cocreation practice. Importantly, the authors show how customers can contribute to their own value creation through their own (self) activities in managing their health care. Building on past work in service-dominant (S-D) logic, consumer culture theory and social practice theory, the authors identify “roles,” “activities,” and “interactions” that underlie customer cocreation of value in health care. The authors uncover five groupings of customer value cocreation practices yielding a typology of practice styles and link these to quality of life. The practice styles are “team management,” “insular controlling,” “partnering,” “pragmatic adapting,” and “passive compliance.” Two in particular, team management and partnering, should be encouraged by managers as they tend to be associated with higher quality of life. The authors provide a health care Customer Value Cocreation Practice Styles (CVCPS) typology. The usefulness of the typology is demonstrated by showing links to quality of life and its potential application to other health care settings.
Purpose
The purpose of this research is to explore the combining of marketing and organizational literature. This paper seeks to evaluate the relationships between multichannel coordination and customer participation, as seen through the lens of potential customer opportunism. It aims at showing the impact of this opportunism on the organizational design of multiple channels structures.
Design/methodology/approach
The research reports on an exploratory case study in a French retail bank. A total of 25 in‐depth interviews were conducted, and the use of other sources enabled data triangulation.
Findings
The results show first that an increase in the number of distribution channels is liable to favor customer opportunistic behavior. To counter this, the bank mainly relies on impersonal coordination modes. An emerging result highlights the role of the customer as a “perceptual filter” between the different channels of employees.
Research limitations/implications
Customer opportunism is studied via channels employees perceptions. An investigation using a customer survey may help to better understand this construct, e.g. to identify its antecedents, and to measure it precisely. Moreover, further qualitative and/or quantitative studies with larger sample sizes are needed to try and generalize these results.
Practical implications
It is recommended not to forget that customers can facilitate or hinder multichannel coordination. Retail banks have the power to use them conveniently, provided that they are fully conscious of the scope of the “partial employee” role played by the customer.
Originality/value
This paper broadens understanding of how multichannel distribution structures are coordinated, and in a way belies traditional organizational design literature. The emerging result gives birth to the concept of “reversed interactive marketing”, which has interesting theoretical and practical repercussions.
Drawing on an empirical study of public transport, this paper studies interactive value formation at the provider-customer interface, from a practice-theory perspective. In contrast to the bulk of previous research, it argues that interactive value formation is not only associated with value co-creation but also with value co-destruction. In addition, the paper also identifies five interaction value practices - informing, greeting, delivering, charging, and helping - and theorizes how interactive value formation takes place as well as how value is intersubjectively assessed by actors at the provider-customer interface. Furthermore, the paper also distinguishes between four types of interactive value formation praxis corresponding with four subject positions which practitioners step into when engaging in interactive value formation.
Purpose – Noting that a fundamental tenet of service-dominant (S-D) logic is the co-creation of value-in-use, this paper aims to explore the theoretical possibility that the interactions between service systems cannot only co-create value, but also have adverse consequences leading to actual value co-destruction. Design/methodology/approach – This conceptual paper critically reviews the dominance of value co-creation and value-in-use in S-D logic. Noting the relative lack of research in the converse possibility, the study proposes and explores the implications of value co-destruction as a new concept which should be introduced within the framework of S-D logic. Findings – The study proposes a formal definition for the new proposed concept of value co-destruction. It describes in detail the process by which it occurs, showing that value can be co-destroyed through the interactions between different systems, resulting in value destruction-through-misuse. Indeed, value co-destruction occurs when a service system accidentally or intentionally misuses resources (its own resources and/or those of another service system) by acting in an inappropriate or unexpected manner. Research limitations/implications – This paper is purely conceptual and exploratory. Empirical examination of the theoretical findings regarding value-co-destruction is required. Possible avenues of interest for such empirical research of value co-destruction are suggested. Practical implications – Limiting the occurrence of misuse by aligning the mutual expectations of interacting service systems should reduce the risks of value co-destruction. Recovering from misuse should also be considered. Originality/value – This study is apparently the first to have introduced the notion of value co-destruction into the conceptual framework of S-D logic.
“Service-dominant logic” appears to have found resonance in the marketing community since its introduction as the evolving,
“new dominant logic” in the Journal of Marketing (Vargo and Lusch 2004a, Journal of Marketing, 68, 1–17 (January)). But, on
occasion, so has the question of whether the concept “service” captures the essence of the new logic. This article addresses
the role of “service” as the heart of value-creation, exchange, markets, and marketing, as well as its considerable implications
for research, practice, societal well-being, and public policy. The purposes are both to clarify the issues and to foster
the continuing dialog around the service-dominant logic for marketing, as well as for other disciplines.
KeywordsService-dominant logic-S-D logic-New dominant logic-Service marketing
Central to service-dominant (S-D) logic is the proposition that the customer becomes a co-creator of value. This emphasizes
the development of customer–supplier relationships through interaction and dialog. However, research to date suggests relatively
little is known about how customers engage in the co-creation of value. In this article, the authors: explore the nature of
value co-creation in the context of S-D logic; develop a conceptual framework for understanding and managing value co-creation;
and utilize field-based research to illustrate practical application of the framework. This process-based framework provides
a structure for customer involvement that takes account of key foundational propositions of S-D logic and places the customer
explicitly at the same level of importance as the company as co-creators of value. Synthesis of diverse concepts from research
on services, customer value and relationship marketing into a new process-based framework for co-creation provide new insights
into managing the process of value co-creation.
KeywordsCo-creation-Co-production-Service-dominant logic-Value
The creation of value is the core purpose and central process of economic exchange. Traditional models of value creation focus on the firm’s output and price. We present an alternative perspective, one representing the intersection of two growing streams of thought, service science and service-dominant (S-D) logic. We take the view that (1) service, the application of competences (such as knowledge and skills) by one party for the benefit of another, is the underlying basis of exchange; (2) the proper unit of analysis for service-for-service exchange is the service system, which is a configuration of resources (including people, information, and technology) connected to other systems by value propositions; and (3) service science is the study of service systems and of the co-creation of value within complex configurations of resources. We argue that value is fundamentally derived and determined in use – the integration and application of resources in a specific context – rather than in exchange – embedded in firm output and captured by price. Service systems interact through mutual service exchange relationships, improving the adaptability and survivability of all service systems engaged in exchange, by allowing integration of resources that are mutually beneficial. This argument has implications for advancing service science by identifying research questions regarding configurations and processes of value co-creation and measurements of value-in-use, and by developing its ties with economics and other service-oriented disciplines.
Marketing inherited a model of exchange from economics, which had a dominant logic based on the exchange of "goods," which usually are manufactured output. The dominant logic focused on tangible resources, embedded value, and transactions. Over the past several decades, new perspectives have emerged that have a revised logic focused on intangible resources, the cocreation of value, and relationships. The authors believe that the new per- spectives are converging to form a new dominant logic for marketing, one in which service provision rather than goods is fundamental to economic exchange. The authors explore this evolving logic and the corresponding shift in perspective for marketing scholars, marketing practitioners, and marketing educators.
Value co-destruction is emerging as an important way to conceptualize non-positive outcomes from actor-to-actor interactions. However, current research in this area neither offers a clear way to understand how value co-destruction manifests nor does it consider the role of actor engagement behaviors. Drawing on a case study in the aerospace industry, the present study begins by identifying and describing two ways in which actor perceptions of value co-destruction form: goal prevention and net deficits. Next, the study identifies and describes nine actor engagement behaviors that moderate actor experiences of value co-destruction. The study also unpacks these concepts at both the actor-to-actor and service ecosystem levels. The article concludes with implications for marketing theory and practice.
Purpose – Noting that resource integration is a pivotal dimension of value co-creation in Service-Dominant logic, this paper aims to explore how service employees engaged in co-creation processes with customers integrate the latter’s resources.
Design/methodology/approach – To address the limitations of previous research on customer resources and their integration by service employees, this study turns to the concept of customer participation to identify the nature of customers’ resources. A conceptual framework of their integration by service employees underpins nine key propositions. This foundation leads to the development of theoretical contributions, managerial
implications and avenues for research.
Findings – Customers can use 12 types of resources in value co-creation. Contrasting with earlier findings, the conceptual framework reveals that service employees may not only integrate these customers’ resources but also either misintegrate or not integrate them. Non-integration and misintegration may be intentional or accidental. Accordingly, value co-creation or co-destruction may result from interactions.
Research limitations/implications – This conceptual and exploratory text requires complementary theoretical and empirical investigations. It also does not adopt an ecosystems view of co-creation.
Practical implications – Knowing the different steps of resource integration and what influences them should increase the chances of value co-creation and limit the risks of value co-destruction.
Originality/value – Scant research has examined the nature of customer resources and how service employees integrate them. This paper also is the first to distinguish among resource integration, misintegration and non-integration.
Extant research investigates a firm’s ability to manage co-creation with one type of stakeholder during the innovation process, rather than co-creation with multiple stakeholders simultaneously. While such stakeholder co-creation creates benefits for the focal firm such as access to unique resources and knowledge bases, it also raises new challenges because of the diverse characteristics, interests and goals of the different stakeholders involved. Specific capabilities to anticipate and manage these challenges are therefore of particular interest for research and practice. The study here narrows this gap by conducting an in-depth case study, examining multiple stakeholder co-creation projects embedded within a pharmaceutical firm. The study develops a contingency framework on the role of four stakeholder co-creation capabilities in generating valuable knowledge. Overall, these findings complement extant literature by examining how specific capabilities employed before and during the innovation project may explain differential performance of stakeholder co-creation activities.
The context in which service is delivered and experienced has, in many respects, fundamentally changed. For instance, advances in technology, especially information technology, are leading to a proliferation of revolutionary services and changing how customers serve themselves before, during, and after purchase. To understand this changing landscape, the authors engaged in an international and interdisciplinary research effort to identify research priorities that have the potential to advance the service field and benefit customers, organizations, and society. The priority-setting process was informed by roundtable discussions with researchers affiliated with service research centers and networks located around the world and resulted in the following 12 service research priorities:
Purpose
– This paper aims to adopt a conservation of resources (COR) theoretical approach to examine the process of value co-destruction (VCD) emanating from the misuse of customer resources by organisations.
Design/methodology/approach
– A critical incidents approach was adopted where 120 customers recounted their negative experiences. The analysis identified both the nature of resources and processes involved.
Findings
– From a customer perspective, the VCD process is triggered by a failure of the resource integration process to co-create expected value (resources). This involves customers in unexpected primary, and often secondary, resource loss. Loss “cycles” or “spirals” develop impacting negatively on well-being. Customers' attempts to restore their resources through coping strategies typically involve loss of well-being for the organisation.
Research limitations/implications
– The research is limited to a relatively small sample of UK customers involving diverse contexts. However, COR theory provides a framework for a better understanding of customer perceived value, the value co-creation and co-destruction process.
Practical implications
– The findings offer a new perspective to practitioners for understanding customer expectations and behaviour. There is a need to re-evaluate and re-design value propositions in line with organisational capabilities and customers' resource needs.
Social implications
– Organisations' misuse of customers' resources negatively impacts on “well-being”: a phenomenon of increasing interest at the societal level.
Originality/value
– This study is the first to empirically examine the concept of VCD, as perceived and experienced by customers, from a resource ecology perspective. It contributes to the growing body of work deriving from the service-dominant logic approach to value co-creation.
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.
As shoppers, what factors influence our decision to purchase an object or service? Why do we chose one product over another? How do we attribute value as part of the shopping experience? The theme of 'serving' the customer and customer satisfaction is central to every formulation of the marketing concept, yet few books attenpt to define and analyse exactly what it is that consumers want. In this provocative collection of essays, Morris Holbrook brings together a team of the top US and European scholars to discuss an issue of great importance to the study of marketing and consumer behaviour. This ground-breaking, interdisciplinary book provides an innovative framework for the study of consumer value which is used to critically examine the nature and type of value that consumers derive from the consumption experience - effiency, excellence, status, esteem, play, aesthetics, ethics, spirituality. Guaranteed to provoke debate and controversy, this is a courageous, individualistic and idiosyncratic book which should appeal to students of marketing, consumer behaviour, cultural studies and consumption studies.
Purpose – The aim is to introduce a sociological perspective on resource integration and value co-creation into service research using a service systems approach.
Methodology/approach – Conceptual and a case study of the service system a Telecom Equipment and Service Provider is embedded in is reported.
Findings – The service practice of the service system is framed by social structures of signification, legitimation, and domination. However, the practice is also independent of the structures since it is embedded in and shapes the structural realm.
Research implications and limitations – Drawing on structuration and practice theory, the chapter offers a new framework describing how social and service structures and practices can inform and reveal mechanisms of service system dynamics. Based on the framework, three propositions are developed focusing on the mechanisms of resource integration and value co-creation. The implications need to be generalized in future research by studying other empirical contexts.
Practical implications – The chapter provides some tentative guidelines on how organizations can design service systems that enable and support customers and other actors in their resource integration and value co-creation processes by paying attention to social structures and forces and not only resources as such.
Originality – The chapter explicates how social structures have implications for value co-creation and resource integration in service system. It makes systematic use of structuration and practice theory to understand the social dimensions of service systems. A distinction between intended and realized resource integration is made.
The traditional system of company-centric value creation (that has served us so well over the past 100 years) is becoming obsolete. Leaders now need a new frame of reference for value creation. In the emergent economy, competition will center on personalized co-creation experiences, resulting in value that is truly unique to each individual. The authors see a new frontier in value creation emerging, replete with fresh opportunities. In this new frontier the role of the consumer has changed from isolated to connected, from unaware to informed, from passive to active. As a result, companies can no longer act autonomously, designing products, developing production processes, crafting marketing messages, and controlling sales channels with little or no interference from consumers. Armed with new tools and dissatisfied with available choices, consumers want to interact with firms and thereby co-create value. The use of interaction as a basis for co-creation is at the crux of our emerging reality. The co-creation experience of the consumer becomes the very basis of value. The authors offer a DART model for managing co-creation of value processes.
This article presents a review of the existing literature on value in business markets, from the perspective of both business marketing and purchasing and supply management, in three steps. First, some of the early research strands on value are examined including value analysis and engineering, the augmented product concept, consumer values, and economic value of customers. Then this seminal research and more recent research are categorized according to two distinct levels of analysis: the value of goods and services versus the value of buyer–supplier relationships, and different understandings of the role of business marketing and purchasing and supply are discussed. Lastly, a number of future research avenues, which can be organized around the value of products/relationships on the one hand and value analysis/creation/delivery on the other, are considered.
An exploration of networks in value co-creation: A service-ecosystems view Special issue—Toward a better understanding of the role of value in markets and marketing (Review of marketing research
- M A Akaka
- S L Vargo
- R F Lusch
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Service systems as a foundation for resource integration and value co-creation
- B Edvardsson
- P Skålen
- B Tronvoll
Edvardsson, B., Skålen, P., & Tronvoll, B. (2012). Service systems as a foundation for
resource integration and value co-creation. In S. L. Vargo & R. F. Lusch (Eds), Special
issue-Toward a better understanding of the role of value in markets and marketing
(Review of marketing research, Vol. 9, pp. 79-126). Bingley, UK: Emerald Group
Publishing Limited.
Stakeholder co-creation during the innovation process: Identifying capabilities for knowledge creation among multiple stakeholders
- K Kasadi
- A Lievens
- D Mahr
Kasadi, K., Lievens, A., & Mahr, D. (2016). Stakeholder co-creation during the innovation
process: Identifying capabilities for knowledge creation among multiple stakeholders.
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- G Mahajan
Mahajan, G. (2015). Editorial. Journal of Creating Value, 1(1), 1-2.
An integrative framework of value Special issue—Toward a better understanding of the role of value in markets and marketing (Review of marketing research
- Ng I. C. L.
- Smith L. A.
- S. L. Vargo
- R. F. Lusch
Ng, I. C. L., & Smith, L. A. (2012). An integrative framework of value. In S. L. Vargo &
R. F. Lusch (Eds), Special issue—Toward a better understanding of the role of value in
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