Smart Nudging in Education: The Impact of Voice-Based Robots on Value Co-Creation

The search for happiness, understood as an inner and personal attitude that goes beyond mere satisfaction, is one of the aims of tourists’ co-creation of value. To date, few studies have analysed the importance of people’s moral principles in the co-creation of tourist value. Moral emotions play an essential role in this process. In this study, 12 tourism managers within administration, 28 hotel managers and 24 travel agencies actively participated in defining the indicators selected to measure how the co-creation of value from five Spanish towns affected customers’ happiness. Moreover, 444 tourists participated in the study. The PLS-SEM technique was used to examine the data obtained. Results show that the co-creation of value contributes to the happiness of the tourist. Of particular significance is the influence of customers’ co-creation of value on customer happiness. Additionally, the predictive capacity of the model is replicable to other tourist destinations.

The rapid growth of internet usage enable the government agencies to put a wide range of services online for the use of citizens but the value of these e-service applications are still under research. Despite the increasing research on Service Dominant (S-D) logic and co-creation of value in marketing, few researchers applied the process to government e-service applications. Customers are no longer ordinary user of service but fully ready to collaborate with service provider to co-create value. The foundational premise (FP6) of service dominant logic lay much emphasis that customer is always a co-creator of value therefore, there is a growing need to integrate customer and understand how both parties interact together to co-create value. In order to provide another perspective, this study explores the co-creation of value in the context of government e-service delivery. In this paper, the authors firstly reviewed the concept of value co-creation from service dominant logic perspective in order to gain understanding and managing value co-creation process. We then proposed a conceptual framework to explore value between service provider and the customer when they engage in service use. Based on this conceptual framework, both service provider and customer were placed at the same level of importance as co-creator of mutual value.

ABSTRACTOrganisations operate in increasingly dynamic environments, internetworked in cooperative arrangements that cocreate value. They pursue the cocreation of value through collaborative networks, rather than in isolation. However, there is insufficient understanding of how networked organisations cocreate value in the network through the innovative use of information systems (IS): existing multi-firm studies are largely concerned with dyadic relationships. In terms of capturing value from the cocreation process, many studies have reported either enhanced organisational efficiencies (exploitative capability) or resulting innovations (explorative capability), but rarely both aspects simultaneously. This study attempts to draw a comprehensive picture of IS-based value leverage by reporting both the value cocreation process (network level) and value capture (organisational level) through a case study of innovative IS use in a large business network. This network links a public hub organisation with a large number of firms in the South Korean broadcast advertising industry. Drawing on Grover and Kohli’s framework for value cocreation, the case study investigates the detailed process by which network-level value cocreation occurs in the four layers of relational arrangements. It also highlights, from an organisational ambidexterity perspective, how the cocreated value is appropriated through ambidextrous activities by the networked organisations.

The advanced information technology leads to network age, making existing competitive advantages such as differentiation and cost leadership powerless in B2B context. The competitiveness of individual firm plays a significant role in enhancing the competitive advantage of a business network that a firm belongs to. The competitiveness of a business network depends on value co-creation, the interaction among firms in a network. Value co-creation has desirable and risky aspects. The increases in profits, brand reputation, and time and cost efficiency, client and supplier learning, etc. are positive aspects. But role conflicts, role ambiguity, and tension, etc. are negative outcomes.How can the industrial firm succeed in value co-creation with its partners in B2B context? The study focuses on the firm’s strategic marketing orientations as an antecedent of value co-creation. Strategic marketing orientations as the values and beliefs of the firm affect the collaboration with other firms during value co-creation. Previous literature assumes that a firm pursues one single strategic orientation.However, the study assumes that an industrial firm has entrepreneurial orientation, market orientation, long-term orientation, and relationship orientation. The study mostly focused on the relationships among those strategic marketing orientations. Based on these inter-relationships, the study proposed a set of value co-creation activity criteria such as information seeking, information sharing, personal interaction, responsible behavior, feedback, helping, advocacy, tolerance. Value co-creation has been evaluated by relationship performance such as trust and commitment.The study examined the relationships between strategic marketing orientations and value co-creation. Data was collected from 159 Korean manufacturers in B2B context and analyzed through structural equation modeling.The study provides evidence that entrepreneurial orientation affects market orientation positively and market orientation has positive effects on long-term orientation and relationship orientation, and long-term orientation and relationship orientation influence value co-creation directly. Value co-creation has a positive effect on relationship performance.The results of the study provide valuable implications to the mangers of industrial firms in B2B context. To succeed the value co-creation, the firm first has to look at the difference between strategic marketing orientations that the value co-creation partners pursue. In terms of selecting value co-creation partner, industrial firm with long-term orientation and relationship orientation will be more effective. Six activities of interactions during value co-creation play an important role in enhancing trust and commitment.The study contributes to the value co-creation literature by identifying strategic marketing orientations as independent variable influencing the value co-creation in B2B context. The study has several limitations that call for future research.

The study focuses on the research question of the determinants and motivating factors which stimulate consumers to engage in the co-creation of customer value, even though the product they are offered is merely a substitute for the one they are used to. The research focuses on the virtual runs and its subject are the runners participating in the Białystok Virtual Half-Marathon. There are two equivalent objectives of the study: (a) the identification and the assessment of the determinants of the runners’ engagement, and (b) the segmentation of the virtual run participants on the basis of the diagnosed determinants of their involvement. The article is based on the results of the survey conducted in 2020 on a sample of 419 runners, by means of the CAWI method. The respondents were asked to assess 17 factors related to the customer engagement in the co-creation of value, with reference to the virtual run in which they participated. The Białystok Virtual Half-Marathon, the second biggest virtual run organised in 2020 in Poland, was used as a point of reference for this survey. This run was an alternative proposal prepared by the organiser in response to the Covid-19 pandemic and the ban on the organisation of real runs in the whole country. The research findings allowed for expanding the theoretical knowledge of the concept of the customer value co-creation and the consumers’ engagement in this process. The research resulted in distinguishing four meta-factors determining the runners’ engagement and establishing the strength of their influence on the customer value co-creation. The research also revealed the runners’ motivation for participating in the virtual run. The runners’ involvement was determined by the hedonistic and social factors, though the structure and the strength of their impact varied in relation to the respondents’ demographics. All in all, four segments of runners were distinguished.

PurposeThe purpose of this conceptual paper is to review and synthesise key concepts in luxury with key concepts in well-being to provide a framework to better understand how luxury well-being propositions can be designed and delivered for the growing superyacht marketplace.Design/methodology/approachThe paper is based on a literature review of key terms: object-related, symbolic and experiential luxury, co-creation of value and well-being.FindingsThis paper aims to observe the size, growth and opportunity of the superyacht market. Moreover, the paper observes that the locus of luxury value is shifting towards experiences and that to achieve the hedonic and eudaimonic outcomes of well-being happiness, crew have an important role to play in the co-creation of value through their interaction with guests and their use of the physical environment.Practical implicationsThis paper aims to highlight the importance of combining the mechanics and humanics of the luxury superyacht experiencescape to co-create luxury value across both the dimensions of experience (education, entertainment, escapism and aesthetics) and the dimensions of well-being (body, mind, spirit and environment).Originality/valueThe paper presents a framework for the co-creation of luxury value in the context of luxury well-being on superyachts.

The purpose of this article is to study the influence of customer cocreation participation on customers’ brand experience, brand satisfaction and brand loyalty. We apply a service logic approach in which cocreation participation refers to cocreation of customer value together with the brand, cocreation of new value with the brand and cocreation of value together with other customers within the context of the brand. The reasoning applied is that customers’ cocreation with a brand – stimulating their engagement with the brand – influences brand experience, and through that, brand satisfaction and loyalty. A study among bank customers shows that cocreation participation positively influences sensory, affective, cognitive, behavioural and relational dimensions of a brand experience. However, influences of brand experience dimensions on satisfaction and loyalty are revealed to be complex as some of the dimensions influence satisfaction positively, while others have a negative influence. Furthermore, we show that the satisfaction and loyalty effects of cocreation participation are partially mediated by brand experience. Thus, there are both indirect and direct effects on satisfaction and loyalty from customers’ cocreation participation. Implications point to the importance of carefully managing cocreation participation in order to gain competitive advantages. Companies should be careful about how brand experience is stimulated through cocreation because of the potential risk of negative effects on satisfaction and loyalty.

Value co-creation referred to as joint creation of value by the company and the customer to co-construct personalized experience (Prahalad and Ramaswamy 2004) has been the recent trend in the services marketing literature (Vargo and Lusch 2016). Value co-creation is capable of leveraging positive results for both customers and service providers, and yet, many service providers are struggling to motivate customers to engage in co-creation activities (Sugathan et al. 2017). Value co-creation maximizes the lifetime value of customer segments (Payne and Frow 2005) and reinforces the relationships between customers and brands (Hajli et al. 2017). Merz et al. (2018) claimed that while co-creating value, brand equity also gets co-created. The value co-creation practice also encourages the customers who are acting as co-creators to spread positive word-of-mouth (Merz et al. 2018). However, there is limited empirical research examining the motivation to engage in co-creation behavior and determining the relationship between value co-creation, customer-based brand equity (hereafter, CBBE) and word-of-mouth (hereafter, WOM). Considering the conceptual ambiguity and limited application in practice, the objectives of this study is twofold: (1) to identify customers’ motivations to engage in value co-creation process; (2) to examine the relationship between value co-creation and CBBE and WOM behavior. The results from this study contribute to the body of knowledge in multiple ways. Our first contribution lies in examining the impact of intrinsic and extrinsic motivations on value co-creation in a smart tourism context. Our second contribution emanates from extending the work of Neghina et al. (2017) in the smart tourism services context. The nature of motivation leveraged towards value co-creation in the existing literature has been mostly qualitative, exploratory studies (Engstrom and Elg 2015; Roberts et al. 2014), however, this study applied the self-determination theory and conducted a quantitative analysis that contributes to value co-creation. Our third contribution is related to testing the impact of communicating, relating, and knowing mechanisms on value co-creation. Our final contribution is in validating the impact of value co-creation on CBBE and WOM behavior.

PurposeMany companies strengthen their interaction with consumers by establishing online communities and bring convenience to value co-creation with consumers. Some companies use economic and social strategies to stimulate consumer value creation. However, the way to increase the effectiveness of such corporate strategies remains unclear. To address this challenge, this study investigates the impact patterns of economic and social strategies that influence consumers' value co-creation behaviour in firm-hosted online communities (FOCs). Moreover, the effective conditions for the value co-creation of the two strategies are explored.Design/methodology/approachData from an FOC were collected for electronic communications products. A total of 1,305 second-hand data records on value co-creation activities were obtained. Then, an econometric model was built and Stata14.0 software was used for data analysis.FindingsThe effect of economic interaction strategy on the value co-creation in online communities is an inverted U-shaped model, and that of social interaction strategy is relatively stable and is not an inverted U-shaped model. Value creation initiatives introduced by enterprise personnel adopt economic strategies to improve effectiveness. On the contrary, value co-creation activities initiated by consumers use social strategies for the same purpose. Economic strategies are effective for large teams, whereas social strategies may lead to a “free rider” mentality.Research limitations/implicationsThis study finds two important factors affecting the value co-creation in FOCs and their effective boundaries. However, other factors may also affect the online community value co-creation. Future research can further explore the intrinsic mechanisms of these strategies for value co-creation.Practical implicationsThis article mainly discusses the influence of stimulation strategies on the value co-creation in an actual company community and exhibits good practical significance for the value co-creation activity and management in online communities. Firstly, corporate strategy is effective in communities, but this strategy requires proper control. Secondly, the company strategy must consider appropriate application conditions.Originality/valueThis study deepens the understanding of the impact of economic and social strategies on the value co-creation in FOCs and the effective boundaries of these impact patterns.

This practitioner note is to combine transaction cost theory and the knowledge-based view of the firm to investigate why and how the hub company in a network coordinates its members to co-create value in the steel industry. A theoretical model was proposed. A qualitative case study based on original survey data in the context of Taiwan’s steel industry. The analyses are based on different types of data: (1) direct observations, (2) semi-structured interviews, and (3) archived material. First, participant observation was employed since to analyze the organizational behavior and cooperation patterns among the members of the steel collaborative network. Second, we interviewed several managers, researchers, and scholars and kept records of all our data, and developed a list of codes to analyze the interviews’ transcripts by using the constructs obtained by the primary theoretical framework. After coding, pattern-matching techniques and explanation building techniques were used for analyzing data across informers and matching the information in the theoretical framework. Pattern-matching technique can classify open-ended comments into generalized classifications and evaluate the prompted comments regarding a proposition. We compared the different cases by examining new classifications and responses. The explanation building facilitated a preliminary assessment of the presumed set of causal link to improve the tentative theoretical framework and help develop preliminary propositions. Except one new construct emerging, the findings suggest preliminary evidence that the network’s value co-creation practices in steel collaborative network influenced by transaction cost factors and knowledge-based factors as theory argued. Two propositions are induced from the qualitative data. Proposition 1: The level of transaction cost factors perceived by ERC members is positively related to the degree of implementation of network’s value co-creation practices in Taiwan’s steel industry. Proposition 2: The level of knowledge-based factors perceived by ERC members positively related to the degree of implementation of network’s value co-creation practices in Taiwan’s steel industry. Theoretical implications contribute to strategic technology management research by providing a conceptual model for describing and assessing a steel collaborative network’s implementing process for value co-creation by using a case approach. Researchers have begun exploring inter-organizational knowledge creation in the steel industry and provided significant support to the prominence of new steel product-services knowledge. However, only a few studies focused on why and how the value of new steel product-services knowledge is co-generated within a steel collaborative network, and empirical evidence is lacking. Hence, it is important to develop a value co-creation model for steel collaborative networks to identify the determinants and procedure of value co-creation by integrating the knowledge-based view of the firm and transaction cost theory. This approach may help clarify the motivations of various strategic network value co-creation activities in the steel industry, especially the integration of complementing logics of transaction cost theory and knowledge-based view. Moreover, this practitioner note used qualitative research to contextualize the value co-creation network, and, thus, helps extend value co-creation theories with respect to the steel industry, which have been criticized for their unclear management mechanisms. Results also contribute to the findings of Marcos-Cuevas et al. (2016) and add appropriating as a sub-construct of the network’s value co-creation practices. Regarding business marketing implications, the proposed theoretical framework has several implications for marketing managers in companies operating within steel collaborative networks. Understanding the strategic model of network’s value co-creation practices may assist a hub steel company’s administrators to adopt effective marketing strategies for co-generating innovative value and identifying both knowledge-based factors and transaction cost factors that may impede the co-creation of value in the network context. Hence, this framework contributes to a better understanding of how networks can be managed to improve value co-creation practices and also provides a practical way of managing value co-creating networks. Rather than managing a discrete set of alliances, steel network members need to collaborate to implement linking, materializing, institutionalizing, and appropriating to minimize the unintentional outflow of assets to possible challengers. This approach would also support the effective transfer of knowledge-based resources for value co-creation within their network. Although growing attention in practices of value co-creation, an over-emphasizing on traditional supplier-customer co-operation has limited our thinking of where and how network-level value co-creation can initiate and how it is implemented. In Taiwan’s steel industrial context, the model proposes an implementation process of value-co-creation by Steel Collaborative Network-ERC that comprise of steel suppliers, universities, research institutes, and customers. It demonstrates the impact of the steel collaborative network’s value co-creation determinants on its value co-creation practice and the way steel collaborative networks co-create their value. Steel Collaborative Network’s value co-creation practices are relied on both the transaction cost factors and knowledge-based factors in Taiwan’s steel industry.

Customer Satisfaction as an Antecedent to Engagement in Co-Creation of Value in the Hotel Industry Laurence Bell, Andrew Babyak Abstract Purpose - An examination of the existing literature found that no research had been performed examining customer satisfaction as an antecedent to co-creation of value. This is important because organizations have difficulty engaging customers in co-creation of value, which can increase loyalty, trust, innovation, and competitive advantage. The purpose of this study was to examine the relationship between customer satisfaction and its constructs, and engagement in co-creation of value. Design - Six hypotheses were developed regarding the relationship between customer satisfaction, each of its components, and customer engagement in co-creation of value. A survey was distributed to 256 adults who lived in the United States and had recently experienced hotel services. Data were examined using Pearson correlations and ordinary least squares multiple regressions. Findings - The results indicated overall customer satisfaction, reliability, assurance, tangibles, empathy, and responsiveness each had a significant and positive relationship with customer engagement in co-creation of value. Practical Implications - Due to the benefits that can be developed through creating value with customers, it is important for organizations to encourage customers to engage. The results of this study can be used to build better strategies for customer participation in co-creation of value with organizations. Originality/Value - Prior to this study, no research had been performed that examined customer satisfaction as an antecedent to co-creation of value. This research fills that gap and develops customer satisfaction as a factor towards engaging customers and developing value. Full Text: PDF DOI: 10.15640/jthm.v6n2a2

In the era of Innovation 3.0, more and more enterprises are working together to build an innovation ecosystem to achieve value creation. The various participants in the innovation ecosystem promote resource aggregation and integration through cross boundary collaboration, jointly creating the value of the ecosystem. Value co-creation has become the core goal pursued by the participants in the innovation ecosystem. As an innovative participant in the innovation ecosystem, it is particularly necessary for enterprises to explore the formation mechanism of value co-creation from the perspective of enterprise knowledge characteristics. This article analyzes the value co-creation mechanism of innovation ecosystems from the perspective of including internal knowledge bases and external relationships. Based on the dimension of knowledge element relationships, a theoretical model is constructed to investigate the impact of enterprise knowledge element relationships on value co-creation in innovation ecosystems and explore the mediating role of knowledge synergy and the moderating role of innovation ecosystem normativity. The relationships are modeled based on survey data collected from 427 Chinese companies, and multiple regression analysis and bootstrap methods are used to empirically test the hypotheses. The research results show that different dimensions of knowledge element relationships have different impacts on value co-creation. Knowledge element substitution negatively affects value co-creation, while knowledge combination diversity positively affects value co-creation. However, there is an inverted U-shaped relationship between knowledge element complementarity and value co-creation. Knowledge synergy partially mediates the relationship between knowledge element relationships and value co-creation, and innovation ecosystem normativity has a two-stage moderating effect on the path from knowledge element relationships to knowledge synergy to value co-creation. This article enriches the research content of knowledge management in innovation ecosystems, guides enterprises in the innovation ecosystem to reasonably construct their own knowledge systems, and promotes the formation of innovation ecosystem norms, thus promoting the development of value co-creation activities.

PurposeThe purpose of this paper is to investigate the influence of internet commonweal characteristics on consumers’ participation willingness, mainly predicated on the stimulus-organism-response model. Furthermore, co-creation value is tested as a mediator of the relationship between internet commonweal characteristics and consumers’ participation willingness, by using the project of Ant Forest issued by Ali-pay as an example.Design/methodology/approachAn online questionnaire survey was conducted among Ant Forest’s consumers with a final sample of 584 valid data. Moreover, to test the hypotheses in the relationship among latent variables, structural equation model analysis was used in this study.FindingsThe findings show that openness and interactivity as two kinds of characteristics of internet commonweal have positive effect on customers’ co-creation value; while co-creation would mediate the relationship between internet commonweal characteristics and customers’ participation willingness. As a result, more co-creation value would be created between the companies and their customers for higher level of internet commonweal to gain a sustainable image.Practical implicationsTwo managerial implications derived in this paper to explain how to manage the internet public welfare platform and how to promote the social public welfare undertakings. In short, consumers’ co-creation value, green value, personal achievement value and social relationship value would be aroused by the internet commonweal characteristics and will finally affect consumers’ participation willingness.Originality/valueThe originality and value in this paper is enriching the importance of customers’ co-creation value in the field of internet commonweal. And demonstrating that openness and interactivity of internet commonweal characteristics would increase customers’ co-creation value.

A large number of studies believe that customer participation experience is the cause, customer participation in value co creation is the result, and customer participation in value co creation has been considered as the main way of value creation in the future. At present, the use of new technologies makes entertainment more interactive and expressive. All entertainment projects have become traffic portals. Consumers pay more attention to the pleasant emotional experience brought by commodity addition when purchasing commodities, which is no longer limited to commodities themselves. Entertainment is the most effective way to stimulate emotion, and entertainment experience marketing has its own advantages in experience marketing with the help of entertainment elements. Therefore, this paper explores the mechanism of value co creation in entertainment experience. Based on the research of the previous literature, this paper puts forward the hypothesis of entertainment experience on the co creation of customer participation value, and verifies it. The results show that the shopping environment, commodity design, entertainment experience marketing and entertainment corporate culture all have a positive impact on the value co creation behavior initiated by the customer participating enterprises, and the spontaneous value co creation plays an intermediary role in the value co creation behavior initiated by the customer participating enterprises.

Purpose – The purpose of this paper is to conduct empirical investigation of value co-creation phenomena in IT services outsourcing. This survey based research enabled to identify antecedents of value co-creation and their impact on value outcomes. Design/methodology/approach – This empirical study identifies 25 drivers of value co-creation in IT outsourcing services. These drivers were identified from reported literature and by studying IT project reports. The data were collected from client and supplier organizations followed by verification of the drivers (using PCA and CFA methodologies) that contribute significantly to value co-creation in the IT services outsourcing domain. Furthermore, using SEM and linear regression, the authors have verified the strength of their relationships with value co-creation. Findings – This research is subjected to exploratory factor analysis, which resulted in six antecedents of value co-creation in IT services outsourcing. These antecedents include alliance relationship, strategic intent, service actualization, intrapreneurship, collective capabilities, and resource management. The alliance relationship, strategic intent, service actualization, and intrapreneurship are found to be significant for value co-creation. While collective capabilities as a standalone was not significant, the relationship of collective capabilities to value co-creation has achieved significance under the influence of alliance relationship, strategic intent, and other antecedents – when tested and hypothesized through the SEM path model. Research limitations/implications – The research has the following limitations. The antecedents identified are contextual. The potential illustrative, but not exhaustive reasons, for the change of the context may be due to contract duration, age of the project, relationship maturity, expected value outcome from both the parties, etc. The drivers identified in this research are applicable only to IT services (IT and ITES outsourcing). They cannot be generalized to other B2B outsourcing relationship. The authors propose the conducting of separate research to identify the priorities of these antecedents for different types of outsourcing as well different types of value outcomes. Practical implications – This study has added to the knowledge on value co-creation in IT services outsourcing relationships through empirical modeling. From the perspective practitioners of IT industry, this work brings rich information of what are the drivers to value co-creation and their significance on value outcomes in IT services outsourcing. It can provide guidelines to both clients and service providers of similar industry to assess their current practices for value co-creation and re-prioritize their activities and budgets based on the significance of value based benefits. Moreover, practitioners in the IT services industry can use these value drivers and understand the antecedents for value co-creation. As this work is from a dual perspective, both clients and suppliers can assess the applicability of these drivers and antecedents and adopt them to realize mutual value. Originality/value – In the past, researchers have focussed on value after it was created and shared among the respective relationship partners, and very few emphasized the need for proactive identification of the antecedents of value co-creation. Researchers have emphasized on the need for an empirical approach, because most of the published studies are theoretical and conceptual in nature. Hence, the significant contribution of this empirical study is to validate the value co-creation drivers identified from literature and qualitative study (case studies) with IT industry practitioners (no. 256) across the globe and the relevance of antecedents to B2B IT services outsourcing body of knowledge.