Work automation is shifting from centrally built systems to decentralized, frontline, self-service tools refined in use. Agentic AI extends this shift by enabling large language model (LLM)-based agents to interpret instructions, plan multi-step tasks and act via tools. However, value often fails to scale when similar agents proliferate across projects without coordination. Drawing on a comparative analysis of five AI projects conducted in a Japanese industrial conglomerate, this study examines how governing a System of Agents (SoA) as an organizational portfolio of reusable assets can support sustained value creation. Using traceable project artefacts, weekly review records, development logs and operational feedback traces, we identify four configurations, from model-based AI to portfolio-governed SoA. Cross-case analysis suggests that SoA adoption alone is insufficient: sustained value creation only became observable when governance shifted towards assetization, standardized logging and human intervention routines, supported by portfolio-level decision rights that facilitate reuse and learning across deployments. The article derives design implications for the governance of Agentic AI as reusable organizational capabilities, treating return on investment as one observable dimension of value.

This article examines how publicly monitorable, accessible and integrated real-time online budget systems, supported by enforceable penalties, can reduce corruption and enhance government value creation. Using abductive reasoning and an in-depth case study of Nigeria, the study also compares selected African information and communications technology (ICT)-enabled budget initiatives. The findings indicate that secrecy remains a central mechanism sustaining budgetary corruption, whereas citizen monitoring and digital engagement with a fully open budget spanning federal, state and local government allocations can strengthen transparency and accountability. However, the value-creating potential of such systems is constrained by limited technical capacity, weak enforcement and political resistance. Drawing on marketing exchange and principal–agent theories, the article argues that secrecy in budgetary processes undermines the implied social contract between government and citizens. It conceptualizes publicly accessible budgeting as a multi-stakeholder value-creation process and proposes digitally enabled reforms aligned with Africa’s institutional and sociocultural contexts.

The study investigates the impact of artificial intelligence (AI)-driven decision-making on organizational agility (OA) and value creation in value-driven contexts of higher educational institutions (HEIs). The current study examines how psychological safety (PS) serves as a mediator and transformational leadership (TL) acts as a moderator in the context of AI-integrated decision-making. This research uses partial least squares structural equation modelling (PLS-SEM) and necessary condition analysis (NCA). The findings indicated that AI-driven decision-making enhances OA. This relationship is mediated by PS, as employees are more likely to adopt AI when they feel secure and engaged. The results indicate that TL negatively moderates the relationship between AI-driven decision-making and OA. This suggests that higher levels of TL may hinder AI’s effectiveness in fostering agility. The study provides actionable insights for leaders, policymakers and managers in education on how AI can drive innovation and strategic advantage.

The aim of this article is to examine the effects of brand innovativeness (BI) and value co-creation (VCC) on the relationships between trust, perceived value (PV) and brand loyalty (BL), drawing on signalling theory. We collected data in 2020 from 403 smartphone users through Amazon MTurk and tested hypotheses using covariance-based structural equation modelling (CB-SEM). We found that BI as a signal initiator has a positive effect on VCC, PV and brand trust (BT). While VCC as a signal strengthener has a positive effect on PV and BT, VCC has no effect on BT. PV and BT also affect BL positively. Furthermore, this article broadens brand literature through showing how the holistic effects of BI and VCC can enhance BT, PV and BL. To the best of the authors’ knowledge, this is the first article to empirically focus on the holistic effects of BI and VCC on brand-specific consequences. Specifically, the holistic effects of BI and VCC foster the customer-brand relationship. Marketers should create unique innovations that encourage customers to participate in VCC; thereby, the holistic effects of BI and VCC will enhance positive attitudes on BT, PV and BL.

Gastronomy is a highly competitive and constantly evolving field worldwide. Some emerging countries, like Peru, have been among those that have solidly established their culinary art on the international stage over the past few decades. The creation of fusion cuisine, which merges elements from French, Italian, Spanish, Chinese and Japanese cultures, has led to a significant product offering for various markets. Our research aims to demonstrate how Hanzo, a specialized Peruvian–Japanese restaurant, has focused on value creation as the foundation for business growth. An important element about the creation and performance of this restaurant is the entrepreneurial capability of the founder. He has established an innovation culture based on original dishes and personal service. Using the case study approach, we analyzed the iterative process among the involved actors. Among Hanzo’s achievements are its recognition as one of the top Nikkei–Japanese restaurants, which enhances its market position and attracts a loyal customer base. We found relevant lessons on how to solidly unify different cultures/cuisines for creating value through fusion cuisine. Implications for management include analyzing new ways to co-create value through innovation, oriented personalization and integrating employees according to the values of strong cultures.

Value creation processes differentiate firms and provide enduring advantages. Central to this process is managing stakeholder relationships, especially when negotiating, co-creating and distributing value, an endeavour with significant challenges, such as optimization of value creation without trade-offs amid complex and interdependent relationships. While stakeholder relationships are often recognized as crucial, existing theories inadequately address how interconnected exchanges influence the value created. To this end, we propose a framework that integrates stakeholder theory with systems theory, focusing on primary stakeholders. Our aim is to: (a) identify key stakeholder value concepts, (b) describe relationship dynamics initiated by stakeholders and (c) outline systemic processes that enable value creation. Stakeholder-driven value creation involves several interconnected activities and practices that reflect an organizational commitment to stakeholder well-being, for example, through employee-focused initiatives such as training, healthcare and the recognition of human capital. Furthermore, we suggest that collaborative value creation can be framed more clearly by emphasizing how organizations navigate interdependent stakeholder expectations through routines that promote fairness and mutual gain. This integrated approach advances stakeholder and systems theories by clarifying how relational dynamics enable value creation. For managers, these insights offer strategic guidance for developing stakeholder-oriented practices that align ethical commitments with performance.

Value co-destruction (VCD) has emerged as a critical concept in service platform ecosystems, especially within experience-based digital platforms where users actively shape their experiences. Despite its relevance, existing research largely focuses on provider failures and passive user feedback. This study addresses that gap through a single case study of the Grand Theft Auto (GTA) franchise. Using the Zaltman metaphor elicitation technique (ZMET), we propose a three-tier framework: platform features and attributes, user experience and VCD outcomes. Findings highlight key experiential bottlenecks that lead to negative consequences such as resource loss and dissatisfaction. The study contributes theoretically to understanding user-driven VCD and offers practical strategies for mitigation. By emphasizing users’ active role in value formation, it underscores the importance of cognitive processes in digital platform ecosystems.

The process through which customers engage in value co-creation through their consumption experience lacks clarity. For value co-creation to be successful, all players, including customers, should be involved. Based on a service-dominant logic (SDL) perspective, this study examines four customer technology product–services with different levels of tangibility (video game consoles, smartphones, video games and TV streaming platforms). It aims to show how customer experiential attributes facilitate value co-creation, ultimately fostering customer satisfaction, perceived value and purchase intention. This study begins with an exploratory phase to identify key purchase decision experiential attributes. Next, an empirical phase is conducted, involving samples of 194 customers, or larger, for each product–service category. After that, the effect of the perceived performance of each attribute on satisfaction, perceived value and intentions is tested. Using structural equation modelling (SEM), these relationships are supported. The findings confirm that experiential attributes significantly contribute to value creation, allowing customers to decide their modes of interaction.