Abstract
Despite being a widespread organisational strategy, little is known about the impact of increasing consumer participation in services on service employees. This study examines the outcomes of value co-creation for service employees using in-depth semi-structured interviews with performers and managers within DeepBlue, a successful mainstream innovative arts organisation. The findings show employees experienced fluctuations in economic, social, hedonic, altruistic and connection value, with different types of value co-creation opportunities providing different levels and types of value derived or destroyed for employees. Ultimately, the findings suggest that value co-creation can both positively and negatively affect service employees and requires careful management.
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