We co-create values for brands on social media: The roles of social endorsements.

Understanding the psychology of knowledge sharing and experience in digital service ecosystems.

The role of digital service innovation for value proposition co-creation in emerging sustainable platform ecosystems.

Purpose This paper aims to critically examine how accessibility and inclusion are conceptualised in hospitality management and argues that inclusive hospitality cannot be achieved through facility-based or organisation-centric approaches alone. It advances the view that accessibility in hospitality emerges through coordinated service systems that shape guests’ ability to access, experience and evaluate hospitality services in a dignified and autonomous manner. Design/methodology/approach Adopting a Critical Reflection Paper (CRP) approach, the study synthesises insights from hospitality accessibility research, Service-Dominant Logic and Transformative Service Research to reconceptualise accessibility as a systemic and relational phenomenon. Rather than presenting empirical findings, the paper develops a conceptual framework that explains how inclusion in hospitality is co-created across interconnected actors, technologies and institutional arrangements. Findings The analysis highlights that accessibility failures in hospitality often stem from fragmentation across service encounters, organisational coordination and institutional environments, rather than from the absence of individual accessibility features. To address this, the paper introduces the Inclusive Hospitality Ecosystem (IHE) model, which conceptualises accessibility as an emergent outcome of alignment across micro-level service interactions, meso-level organisational and inter-organisational coordination and macro-level policy and cultural conditions. Practical implications The model helps managers identify and address accessibility breakdowns across service interactions, organisational coordination and institutional environments. Originality/value This paper contributes to hospitality scholarship by extending existing accessibility frameworks through a service ecosystem perspective that remains firmly anchored in hospitality management. The IHE model offers a novel lens for understanding disability inclusion as a shared and dynamic responsibility within hospitality systems, providing conceptual clarity and strategic insight for scholars and practitioners seeking to advance inclusive and socially sustainable hospitality.

This study explores how a healthcare organization can strategically orchestrate a digital platform-based business ecosystem (BE) to drive service innovation, improve care quality, and enhance patient-centered outcomes. Using SH Medicine Corporation in Taiwan as a case study, this research provides new insights into how service-dominant logic (SDL) and digital transformation reshape organizational practices and interorganizational coordination in healthcare. Adopting a qualitative case study approach, this study analyzed SH's ecosystem development through semi-structured interviews, document analysis, and on-site observations. The case illustrates how SH, as a focal actor, integrates hospitals, pharmacies, biotech firms, and digital service platforms into a decentralized yet coordinated system. The analysis draws on the theoretical lenses of SDL, resource orchestration, and business ecosystem theory. The findings reveal that SH leverages modular platform design, AI-enabled services, and real-time data orchestration to enhance procedural efficiency, service accessibility, and care personalization. By actively engaging with patients and community members as value co-creators, SH redefined the boundaries of traditional healthcare delivery. This study also highlights how SH aligns innovation with national health insurance policies to overcome resource constraints and sustain operational performance. This study contributes to the healthcare management literature by demonstrating how platform-based ecosystems and digital transformation can be operationalized to achieve both innovation and equity in healthcare services. It extends the SDL theory to health system design and identifies ecosystem-level resource orchestration as a critical capability for advancing resilient, intelligent, and inclusive healthcare organizations.

Retail banks struggle to integrate sustainability into omnichannel service design, often prioritizing convenience over environmental and social gains. This study examines how customer-centric digital platforms, sustainable branches, and online-offline integration drive sustainability in Ghana’s retail banking sector. Findings show that customer-centric digital platforms and sustainable branch designs boost environmental and social sustainability in Ghana’s retail banking. However, integrated online-offline experiences enhance social sustainability but may harm environmental outcomes, suggesting rebound effects. Using service-dominant logic, this study of 900 bank customers shows omnichannel integration isn’t inherently eco-friendly in emerging markets. Findings guide managers and policymakers in designing sustainable, inclusive banking services.

Purpose The issue brought forth by the research is the role cited of satisfaction perception as the mediator. It illustrates how customer satisfaction integrates hybrid interaction processes and innovation perceptions with behavioral intentions. The issue is examined in the context of the growing digital service landscape in the Kingdom of Saudi Arabia. Design/methodology/approach It took a quantitative design approach by adapting the use of Partial Least Squares Structural Equation Modeling in the analysis of the gathered information from 480 insurance customers in the Kingdom of Saudi Arabia. Findings The result shows that though hybrid interaction processes and innovation perceptions increase customers’ pleasure comprehensively; these two do not affect behavioral intentions directly. The central mediating role of customer satisfaction perception mediates fully the impact of hybrid interaction processes and partially the impact of innovation perceptions connecting service experiences with customer loyalty. Originality/value An insurance company must primarily consider customer satisfaction with efforts toward expedient phygital service engagements in digital as well as physical service channels. The extension of the role of the Technology Acceptance Model with Service-Dominant Logic toward phygital insurance service explains the central mediating role of customer satisfaction in customer service research.

This paper develops a conceptual framework for understanding the revenue-delivery gap in project-based organizations. There have been extensive studies on the topic of alignment of sales and marketing, sales and project management, and project governance. However, these approaches based on dyads give only fragmented insights into systemic misalignment that occurs during the project cycle. The purpose of this paper is to introduce a new theoretical framework, namely, the Strategic Integration Model (SIM). It provides a comprehensive approach to the problem of misalignment by viewing it from a triadic perspective as an information-processing failure that results from the interplay of value formation (through marketing), commitment negotiation (by sales), and delivery execution (project management). In this study, information processing theory, differentiation-integration theory, service-dominant logic, and project governance theory have been used to formulate five mechanisms for explaining how value formation affects commitment negotiation and delivery execution. The current study proposes the concept of strategic integration that explores the relationship between commercialization and delivery domains and provides a framework for future empirical research on the topic. Based on an integrative method of theory building, which involves reviewing relevant literature, the Strategic Integration Model (SIM) is developed as a means of reconciling marketing, sales, and project management functions.

Artificial intelligence and firms green performance: The mediating roles of product- and customer-oriented servitization strategies

This study investigates the adoption of immersive technologies (ITs), including virtual, augmented, and mixed reality, in the hospitality and tourism sector. While traditional technology adoption models emphasize IT's relational factors, this research integrates experiential drivers, such as perceived immersion, enjoyment, and ease of interaction, and provides a comprehensive explanation of their motivational, psychological, experiential, and behavioral implications. A deductive, quantitative three-wave longitudinal survey design was employed. Data were collected from tourists visiting hotels, museums, heritage sites, and major tourist destinations at three-time intervals, enabling temporal separation of predictors, mediators, and outcomes. Findings reveal that immersive technology adoption significantly enhances perceived values (utilitarian, hedonic, and eudaimonic), which, in turn, foster subjective well-being (SWB) and brand evangelism (BE). Additionally, promotion-focused consumers exhibited stronger tendencies toward evangelism. This study contributes to the literature by, advancing technology adoption research through a theoretically integrated framework grounded in Service-Dominant Logic, Uses and Gratifications Theory, and Regulatory Focus Theory, tested using a longitudinal design in an emerging tourism context. Practically, it underscores the need for tourism marketers to create emotionally engaging experiences that not only enhance consumers' SWB but also cultivate long-term brand loyalty and turn them into evangelists.

Purpose We propose contradiction as a theoretical lens for explaining the micro-level dynamics of value co-creation (VCC) and value co-destruction (VCD). Although these phenomena are often treated as interconnected, their exact relationship – how they dynamically interact, emerge and evolve in specific service contexts – remains insufficiently theorized and empirically examined. Design/methodology/approach We draw on data from online discussion forums and in-depth interviews with geocachers. Through interpretive content analysis, we identify disturbances such as problems, errors and conflicts. These disturbances are categorized as VCC or VCD tensions from which underlying contradictions are derived. Findings Our study shows how to uncover the dynamics of VCC and VCD in a service system. We identify eight distinct VCC and VCD practices and illustrate the associated contradictory poles embedded in the geocaching context. Research limitations/implications We offer a micro-level analytical approach to studying VCC and VCD within service systems. By integrating the dialectical concept of contradiction, we are the first to explicitly conceptualize and justify its embedded connections with VCC and VCD. Practical implications The findings provide actionable insights for the management of service systems, such as geocaching and related services. By identifying specific contradictions, managers can target interventions that enhance VCC while reducing VCD. Originality/value This research bridges service-dominant logic and dialectical theory to empirically examine the duality of VCC and VCD within a service system. Thus, the study advances the understanding of the dynamics between these two phenomena.

ABSTRACT The airline industry is undergoing a profound digital transformation, marked by the widespread adoption of self-service technologies, data-driven personalization, and AI-enabled service tools. Yet these advancements have not consistently translated into improved customer experiences, revealing a gap between technological innovation and passengers’ lived service perceptions. Although Service-Dominant Logic (SDL) recognizes customers as co-creators of value, the process through which co-creation contributes to experiential outcomes remains insufficiently specified, particularly in complex service environments such as commercial aviation. This study builds on SDL to examine how customer co-creation bridges this gap by shaping perceived service innovativeness and, ultimately, the overall travel experience. Using survey data from 413 airline passengers and Partial Least Squares Structural Equation Modeling (PLS-SEM), the findings show that co-creation significantly enhances perceived service innovativeness, which emerges as the strongest predictor of customer experience. Perceived service innovativeness also partially mediates the relationship between co-creation and experience, suggesting that passenger participation activates innovation mechanisms that meaningfully enrich the travel journey. The study clarifies the relationship between co-creation, innovation, and customer experience and highlights the importance of integrating passengers into service development to ensure that technological investments yield value.

ABSTRACT This exploratory study is engaged to identify the theoretical framework of Transformational health (T-health) service driven by artificial intelligence (AI) where all the stakeholders will equally participate and be mutually benefited so that a healthcare ecosystem can be established. In this regard, this study has followed a mixed method approach including a qualitative study followed by a quantitative study and an experiment to develop and validate the theoretical framework of T-health. This study was conducted in Canada and Bangladesh to evaluate any possible differences in perception by the patients in those two different countries. Introducing AI as a value co-creation facilitator (VCF) in the light of service-dominant logic (SDL) and creating an ecosystem of healthcare (PEH) to establish Transformation health (T-health) is a new idea. This may create a new scope to provide remote healthcare service by AI as a value co-creation facilitator (VCF) which is supplementary to direct service provided by physicians.

ABSTRACT As artificial intelligence and robotics transform hospitality service encounters, a key question arises: Can robots effectively replace human employees in building lasting guest relationships? Existing evidence on how service robots shape guest loyalty is limited and fragmented. Grounded in service-dominant logic, this study investigates how service-agent type (human vs. robot) affects revisit intention through perceived co-creation value. Three scenario-based experiments across hotel, restaurant, and cultural venue contexts show that human employees generally elicit stronger revisit intention than robots (Study 1), perceived co-creation value partially mediates this effect (Study 2), and purpose type (solo vs. group guests) moderates these relationships (Study 3). These findings are context-dependent and, not universal; robotic agents may deliver value in standardized or tech-optimized services. Solo guests value robots more, whereas groups benefit more from human employees. This study advances hospitality theory by clarifying when agent type shapes revisit intention and guides sustainable hybrid human – robot ecosystems.

ABSTRACT Research question This study examines how value co-creation experiences affect sport tourists’ brand perception of a destination, focusing on non-mega sport events. Value co-creation and tourist evangelism, while gaining attention in the field of general tourism, have not been deeply examined in sport tourism and non-mega events. This study aims to fill the gap by focusing on destination brand evangelism in non-mega sport event-based tourism and examining the processes of mediation and moderation. Research methods Using data collected from 486 sport tourists who visited Rongjiang County to watch the Village Super League within the past two years, this study employed partial least squares structural equation modelling via SmartPLS 4.1. Data were collected through an online survey platform using convenience sampling in December 2024. Results and Findings Path analysis revealed that value co-creation experience positively impacts brand equity, which fosters stronger brand attachment and evangelism. The study identified dual mediation pathways: cognitive (through brand equity) and affective (through brand attachment), with a significant sequential mediation effect. Sport involvement did not significantly moderate these relationships, suggesting that the co-creation to evangelism pathways operate similarly for high and low sport involvement tourists. Implications This research advances service-dominant logic, transformative learning theory, and social exchange theory within non-mega sport event-based tourism, introducing a dual-pathway framework that bridges cognitive and affective dimensions of destination branding. Findings provide destination marketing organisations with strategic insights for leveraging non-mega sport events to cultivate devoted brand evangelists through authentic, community-based experiences.

This study examines the strategic mechanisms that drive traditional travel agencies to pivot their business models in response to relentless digital disintermediation. By integrating Service-Dominant (S-D) Logic and Dynamic Capabilities theory, the research evaluates how internal orientations and collaborative processes enable traditional intermediaries to reclaim market relevance as Experience Architects. Using a quantitative research design, data were collected from 200 owners, directors, and senior managers of traditional travel agencies across Indonesia's primary tourism hubs. To ensure statistical rigor, the sample size was validated using G*Power 3.1, confirming its adequacy for detecting medium effect sizes within the complex structural model. The proposed structural model was assessed using Partial Least Squares Structural Equation Modeling (SEM-PLS), supplemented by an Importance-Performance Map Analysis (IPMA) to identify critical strategic priorities. The results demonstrate that while Digital Capability serves as a necessary operational foundation, it is not the primary driver of a strategic transformation. Instead, Value Co-Creation and Strategic Flexibility are found to be the dominant catalysts for a successful Business Model Pivot. Specifically, Value Co-Creation exerts a substantial influence, reinforcing the argument that a successful pivot is a relational achievement rooted in human-tech synergy rather than a purely technological one. Furthermore, the results confirm that a structured Business Model Pivot leads to a significant and sustained Competitive Advantage. This research contributes to the tourism management literature by providing a novel framework that bridges entrepreneurial intent with co-creative execution. It offers a practical roadmap for traditional travel agencies to transition from legacy ticketing brokers to specialized experience architects within a smarter tourism ecosystem.

This study analyzes transformative collaborative learning as a management innovation in a community-based service ecosystem in Phrom Kiri, Thailand. Leveraging Transformative Learning Theory and Service-Dominant Logic, the study employs qualitative participatory methods (i.e., multi-stakeholder workshops, focus groups, and field observations) to document the dynamic processes through which learning, interactions, and institutional changes evolve. These findings demonstrate how collectively informed strategies for sustainability challenges engendered collective learning processes that led to an alteration of actors’ assumptions, mobilization of shared understanding, and facilitated new governance practices driven by multi-dimensional value drives in response to accumulating disconnects. These reflect the rise of participatory governance mechanisms, the intermediation between actors to create synergies, and the anchoring of institutional frameworks into local contexts to allow for value generation both in economic terms and social ones. Our case study shows that transformative learning can be more than just a cognitive change, also enabling community-level management innovations. It finds that sustainable development of local service ecosystems relies on the formation, institutionalization, and promotion of collaborative practices that facilitate the alignment of stakeholders’ interests and competencies. By conceptualizing transformative collaborative learning as a key mechanism to understand how management innovation and value co-creation unfold in community-based development, this research advances sustainability and management literature.

The purpose of this study is to develop and propose a holistic, stage-based conceptual framework for Customer Journey Management, addressing a critical gap in the literature that lacks a diagnostic and strategic tool to analyze the full journey across all phases, particularly within the tourism sector. Using a conceptual modeling approach grounded in a systematic literature review, the study synthesizes existing theories, Service-Dominant Logic and Customer Experience Theory, to propose a new theoretical-practical model (The Pyramid Model) and a measurement tool (Questionnaire/Grid). The framework integrates cognitive, emotional, and behavioral dimensions across the pre-, during-, and post-consumption stages. A comprehensive Questionnaire/Grid systematically maps and measures the impact of critical touchpoints on customer outcomes such as satisfaction and consumer delight. The model pioneers a quantifiable diagnostic tool that translates theory into managerial action, offering service managers a clear methodology to audit journeys, allocate resources, and drive customer delight and sustainable competitive advantage.

Emerging B2B industrial digital platforms (IDPs) are vital enablers of digital transformation in traditional manufacturing. However, existing research has predominantly focused on IDPs led by industrial incumbents, leaving a gap in understanding IDPs led by platform-native firms. For such non-industrial network technology firms built around a platform business model from the start, value co-creation with industrial users possessing domain knowledge is essential to develop IDPs. Through the theoretical lens of service-dominant logic, we conducted a longitudinal, exploratory case study of Alibaba's Taofactory Platform. The study explores the dynamic process through which platform natives, as cross-boundary entrants in the B2B industrial market, develop IDPs via value co-creation. Our analysis reveals that, driven by evolving service foci across stages, the platform owner orchestrates three core value co-creation strategies: resource integration, service exchange, and institutional arrangements. This orchestration fosters the evolution of value co-creation modes from connection-based to interaction-based and finally to collaboration-based, which in turn shapes the evolution of platform types from an industrial transaction platform to an industrial solution platform, and ultimately to an industrial platform ecosystem. This study offers a theoretical framework that advances research on digital platform development, value co-creation, and service-dominant logic. It also provides practical insights for platform natives aiming to enter the B2B industrial market. • Examines development process of industrial digital platforms led by platform natives. • Demarcates platform types: industrial transaction platform, industrial solution platform, industrial platform ecosystem. • Identifies three value co-creation modes: connection-based, interaction-based, collaboration-based. • Focuses on how platform natives develop industrial digital platforms through orchestrating value co-creation among actors.

The study examines the role of value co-creation in the field of leisure services, with a particular focus on its impact on user satisfaction and loyalty. The research was based on an adaptation of Ranjan and Read's model and drew on data from an online survey of 970 respondents. According to the results of the PLS-SEM analysis, the dimensions of knowledge, interaction, experience, personalization, and relationship have a significant positive effect on value co-creation, while equity did not show a relevant influence. The model showed strong explanatory power (R²=0.816) and confirmed the hypotheses that value co-creation increases satisfaction experienced during co-creation (R²=0.707), which also has a positive effect on overall satisfaction and loyalty. The results contribute to the development of service-dominant logic on a theoretical level, pointing out that the main drivers of value co-creation are the experiential, interactive, and relational dimensions. On a practical level, the study emphasizes that the success of leisure services depends on creating emotionally engaging, personalized guest experiences that increase satisfaction and loyalty in the long term.