Notion Of Value Co-creation Research Articles

Women-entrepreneurship, religiosity, and value-co-creation with ethnic consumers: revisiting the paradox

The notion of value co-creation has been a well-established phenomenon in strategic marketing. Nevertheless, there is a dearth of studies that specifically link this to women entrepreneurship and religiosity. This is the lacuna filled by this paper which is interpretive in nature and based on 11 in-depth interviews and 1 focus group discussion data collected from women that are members of Pentecostal faith-based organisations in London. While the paper shows many interconnected challenges faced in black African women entrepreneurship, it also pinpoints the principal role of spirituality in fostering value co-creation between these women, their customers and their religious establishments. The research shows a rebuttal of the paradox of religion and entrepreneurship, specifically in women entrepreneurship. Apart from its theoretical implication of updating the literature on the discourse around entrepreneurship marketing, religiosity and ethnic minority businesses; its managerial implications revolve around exploring sociocultural groups to foster women entrepreneurship and economic growth.

Detecting Value Co-Creation Emergence to Foster Innovation

Purpose: The work analyzes the concept of emergence according to ecosystems view. Therefore, the study proposes an integrated framework based on the combination of Viable Systems Approach (VSA) and Service-Dominant logic (S-D logic). The concept of service ecosystems and the identification of their main elements allows at pinpointing the main drivers for value co-creation and innovation that can lead to co-evolution as the key driver to challenge complexity. However, co-evolution is an unintelligible construct that can be observed only in the ongoing processes of value co-creation emergence. Methodology/Approach: Starting from the identification of the common points and of the dissimilarities between S-D logic and VSA, a matching between viable systems and service ecosystems is proposed to reveal the key drivers leading to the emergence of viable value co-creation. Then, the main elements of viable systems and ecosystems are integrated and subdivided into three drivers (value propositions, resource integration, institutions) for viable value co-creation and co-evolution in (eco)systems organizations. Findings: The integration between viable systems and ecosystems permits to reread emergence, intended as a key driver to challenge complexity in VSA, according to ecosystems perspective by leveraging on the notion of value co-creation as an ongoing process that can foster co-evolution over time. In this way, the concept of systems emergence can be reinterpreted in the light of value co-creation notion and based on a viable ecosystems view that can contribute to reveal the main drivers (resource integration, institutions and value propositions) and outcome (innovation and co-evolution) of value co-creation emergence. Implications: From a theoretical point of view, the study enhances a better understanding of emergence by associating the construct (relatively unexplored in literature) with value co-creation by shedding light on the mechanisms underlying service interactions. Regarding managerial stand-point, revealing the drivers to detect the emergence of viable value co-creation can aid managers to elaborate strategies for managing the unexpected and optimizing relationships among actors in order to challenge complexity. Originality/Value: By reinterpreting the concept of emergence according to ecosystems perspective, the work proposes an innovative application of the process of systems emergence to value co-creation mechanisms and rereads innovation as co-evolution, intended as a dynamic output of emergence. The viable ecosystems view on emergence and the identification of its drivers can advance a research agenda for further research aimed at analyzing: 1) the main strategies to challenge complexity; 2) the antecedents and drivers of co-creation; 3) the relationship between value co-creation and innovation.

Early stage value co-creation network – business relationships connecting high-tech B2B actors and resources: Taiwan semiconductor business network case

PurposeThe purpose of this study is to identify the types and features of business relationship when the value co-creation phenomenon is extended to an early stage of the value chain, in which technological innovation is essential, in a high-tech business-to-business (B2B) market.Design/methodology/approachThe methodology of building a theory from a case study is adopted in this study to propose an early-stage value co-creation network. Qualitative data are coded on the basis of grounded theory coding after collecting the triangulation data from multiple sources.FindingsIn a high-tech B2B market, three types of business relationships (supplier–customer mutual, supplier-centric and network-based business relationships) co-create values at an early stage of the value chain. Intellectual resource, efficiency resource and supplier-centric business relationships are uniquely found in this stage.Research limitations/implicationsThis study provides new insight suggesting that the notion of value co-creation can be extended to early stages of the value chain in a high-tech B2B market. In addition, this research identifies vital business relationships and how these relationships develop successfully at an early-stage value co-creation network in a high-tech B2B market.Practical implicationsTechnology development managers at an early stage of the value chain can co-create relationship benefits by building proposed business relationships integrating resources in a high-tech B2B market. In addition, marketing managers should consider the early stage as another source of value co-creation.Originality/valueThe notion of value co-creation is extended from the later stage to an early stage of the value chain in a high-tech B2B market. Consolidated framework of a value co-creation network integrating actors, resources and relationships, suggested in this study, will be valuable for further theoretical research and business application.

Designing for mobile value co-creation—the case of travel counselling

This paper focuses on the development of a mobile service as extension of travel agencies’ sales channels, fundamentally driven by the notion of value co-creation. Design goals are directly linked to the understanding of travel counselling as practical value co-creation and to the concern to progress this understanding throughout the travel customer cycle. Customers as well as travel agencies benefit from a mobile service rooted in value co-creation. Mobile service applications which target a service provision which furthermore is in line with the core competency of a travel agency (advice-giving and continuously accompany the customer) are scarce. Taking this as a starting point, we propose a mobile service and system design which provides a travel customer with continuing support on the trip, suitable to complement a lively, ongoing customer-firm interaction which enables the co-creation of value, ultimately targeting increased customer retention and loyalty.