Service Value Co-creation Research Articles

Creating Shopper Value: Co-Creation Roles, In-Store Self-Service Technology Use, and Value Differentiation

This study examines how retailers can use self-service technologies (SST) to increase shopper satisfaction. Using a survey of 188 consumers of a new self-service kiosk launch within a convenience-store (c-store) setting, we examine how such retailers might influence shopper's perceptions of value by better involving customers in the service delivery experience. Our proposed model links classic service operations and marketing design insights to the service-dominant logic perspective of service value co-creation. We find that shoppers perceive enhanced value creation from the new SST when they feel comfortable in their roles and the surrounding service design supports those roles.

Customer-to-Customer (C2C) Connectedness in Services Unlocking a New Source of Value Co-Creation

Contemporary service organizations create value through multiple inter-organizational relationships. The relationships between the service organization and its customer have been the dominating focus in literature on value co-creation in large service organizations. This paper introduces the novel phenomenon of value co-creation emerging around interpersonal and digital customer-to-customer (C2C) connections. With the advent of the Internet, social media, “digital native” customers, and the availability of big data and new analytical tools, service organizations are afforded to tap into existing social relationships among their customer base or even to ‘engineer’ novel connections. We present a theory-led model to explain how firms can create new sources of service value through “C2C connected value co-creation”. By extending Teece’s concept of complementary asset in the service context, this model subsumes two major building blocks: a firm’s potential for C2C connections and complementary service assets, namely the network capital, mirroring service resources, and advancing services resources of the connected customer. We present three strategies for C2C connected service value co-creation describing combinations of these building blocks: (1) embedding, (2) substituting, and (3) expanding. Multiple case examples illustrate our propositions. Our novel form of theorizing has implications for future research on management of information systems in service organizations.

Executive summary of The role of learning in value co-creation in new technological B2B services

Executive summary of The role of learning in value co-creation in new technological B2B services

The role of learning in value co-creation in new technological B2B services

Purpose– This study aims to explore the role of learning in value co-creation in the context of new technological B2B services. The research objective is approached from the customers' viewpoint, in terms of their motivation to make sacrifices in learning and to embark on value co-creation with a service provider.Design/methodology/approach– This study is based on a qualitative case study. The main source of data is 17 interviews with retailers who tested a new m-advertising service.Findings– The findings show that the customer's motives to make sacrifices, their absorptive capacity and exploitative/explorative learning orientation are important in explaining the role of learning in value co-creation, because perceived value can vary significantly depending on the level of the absorptive capacity of the firm, the orientation towards learning, and the customer's sacrifices in learning.Practical implications– The study can be of use to providers of new technological business services in showing how to persuade customers to learn to use the service and engage in value co-creation. This is important since the active participation of both actors is required to co-produce the technological B2B service.Originality/value– The study contributes to the existing value theory by offering new critical insights into the essential role of customer learning in value co-creation. Closely related to this, the study explores customer motivation to make sacrifices in learning and to get involved in value co-creation with service provider, specifically in the context of new technological B2B services. In so doing, this study offers empirically-based insights into value co-creation and thus advances the current understanding of value phenomena.

Context Management Approach to Service Value Co-Creation Model

Context Management Approach to Service Value Co-Creation Model

Antecedents of Client Loyalty in B2B IT Services Leading Through Strategic Competence or Service Delivery?

Client Loyalty is an important strategic objective of managers, both in the Business-to-Consumer (B2C) and Business-to-Business (B2B) environment, including IT Services industry. It has significant impact on a firms’ revenue and is considered as an important source of competitive advantage. Consequently, researchers and practitioners have been paying increasing attention to the study of interrelationships between service quality, client satisfaction and perceived value as antecedents of client loyalty. In a highly competitive environment, strategic competence of the service provider and value co-creation plays a significant role in ensuring client loyalty. We empirically investigate real world data of IT clients spanning 17 geographies and 23 industries in a B2B context. Our results suggest that strategic competence of the provider; ability to serve as one stop IT provider investing into cutting-edge technology and providing innovative solutions to clients, more than consistent service delivery, plays a significant role in effecting client loyalty through its impact on their quality perception. We also report intriguing results on mediation effects between value, satisfaction and loyalty intentions (recommend, repurchase). The effect of value on likelihood to recommend is completely mediated by satisfaction, but only partially (and inconsistently) mediated by satisfaction towards repurchase signifying importance of value co-creation.

The S-D logic phenomenon-conceptualization and systematization by reviewing the literature of a decade(2004–2013)

Service-Dominant (S-D) Logic has developed as a leading approach in contemporary service science literature. The notion was introduced in 2004, emerged after the service science field experienced several decades of development. Thus, the detailed literature analysis on S-D Logic (primarily in the form of research articles published in relevant journals) since 2004 is undertaken in this paper. The major business-economic scientific databases were scanned to extract key studies dealing with S-D Logic. These publications were analyzed systematically regarding author (s), journal and year of publication, research area, applied research methodologies, keywords and output. Findings reveal key players, discuss the contribution of empirical results, and point out the broad applicability of S-D Logic. The analysis serves as powerful evidence confirming the augmented ‘momentum’ of S-D Logic. Greater than before attention as well as an increasingly interdisciplinary focus for S-D grounded research efforts are observed, emphasizing the importance of a currently dominant view on mutual service exchange and value co-creation.

Experience Sharing Service Value Co-Creation Model (ESSVC) and Its Application to Korean Language Service

In this paper, the authors propose a service value creation model based on sharing service experience. Experiences for services still remain in customers’ brain or heart after the services are finished. Their main aim is to share customers’ experiences and find suitable service by analyzing information shared after service providing. In the proposed model, the direct service field and the indirect service field are prepared. In the indirect service field, customers share their service experience by using Information Technology (Web2.0, Social Network). Suitable services can be found by analyzing information in the indirect service field. The effectiveness of this new model is demonstrated through its application to Korean language education during a 14week period.

The dynamics of service productivity and value creation: a service life cycle perspective

Due to the complexity of service productivity, the extant research on the topic is scarce. Hence, there is a need for additional studies on the interdependencies of service productivity and value co-creation as well as on the development of a service life cycle model and its impact on service productivity. This paper addresses these research gaps by analysing how services should be engineered and managed to increase service productivity. It also addresses the interaction effects during the service delivery phase and the co-creation of value between service providers and customers. Case studies which were conducted in machinery industry settings evidence the applicability of the conceptual service life cycle model and demonstrate how to measure, manage and optimise service productivity in dynamic systems. The findings show that it is crucial to analyse value co-creation throughout the service process in order to increase and measure service productivity. It is also essential to consider the characteristics of the service life cycle on service productivity. Finally, implications for service companies are discussed.

Value Co-creation with Customer through Recursive Approach Based on Japanese Omotenashi Service

Currently, it is a fundamental intent of a company to deliver a true solution for its users that may co-create value and indicate a servitizing company. To produce a true solution expected by a customer is very difficult, as the expected responses between customer and company usually has a gap. Therefore, this paper proposes a design method that is able to address the gaps between customers and company expectation and fill-up those gaps by gathering necessary knowledge or resources from the customer within a recursive approach concept. In addition, this study analyzes the behaviors of service providers in Japanese “Omotenashi”, where the provided service gradually fit into customers’ requirements according to their communication. We can apply this practice to any other organization, both in the pure service or manufacturing industry for service value co-creation. This research also discusses the application of the proposed notion to adapting servitization based on the effect of two real-life case studies.

A Methodology for Software Development Support based on Service Value Co-creation

A Methodology for Software Development Support based on Service Value Co-creation

Service Value Co-creation in Research & Innovation Practices in Higher Education Institutions in Malaysia

Abstract In today's knowledge-based society, research and innovations play a critical role in social and economic transformation. However, the higher education institutions (HEIs), which are the main hubs for knowledge generation, usually produce basic research, yet innovations are mainly carried out by the industry. Therefore, this study explores the idea of value co-creation between HEIs and the Industry for purposes of increasing the volume and value of research. In this paper we propose a conceptual framework for service systems’ architecture which draws from the service dominant logic and work systems theories. The paper is conceptual however, it is hoped that if implemented can provide the participating entities with a platform to integrate and share resources for each ones benefit.

サービスサイエンスに対するシステム論的なアプローチ

This paper proposes systems' approaches for service science. There are several new approaches for service science. Vargo proposed Service Dominant Logic (SDL), which determines service value according to “value in use”. Kameoka and Oda defined service as supporting activities. Based on such new trends, we developed the concept of service system to maximize service value for customers. The service system requires 3 types of technologies, which are human analysis technologies, service optimization technologies and technologies for service value co-creation. The service science is very important for business in the 21st century.

Value Co-Creation of Health Care Services Through Competency Modeling

With the growing challenge of an ageing population and decreasing working population, health services management systems are required to develop, evaluate and retain human resources such as nurses more efficiently and effectively. However, the fact remains that nursing shortage has become a societal problem in many countries. In order to help health services administrators align more effective health services management systems, this study focuses on value co-creation through competency modeling as a crucial factor within the community of institutional care services. First, this study found that nurses are a heterogeneous group in terms of required competencies. Second, different roles require different sets of competencies. Third, the urgent need to adapt to innovation in clinical settings also requires that nurses have different sets of competencies. Finally, this paper proposes a model, namely evolutionary action research for value co-creation, to make a shared internal model of competency work effectively in the context of value co-creation of care services.

Service systems and the social enterprise

AbstractService science is an emerging multidisciplinary field concerned with the study of service systems and value cocreation. In recent years, the field has expanded considerably, growing to encompass a community of researchers and practitioners from a range of backgrounds and knowledge domains. However, very little research has focused on the study of service systems within the context of social‐purpose organizations (SPOs), such as a nonprofit charitable organization or an academic institution. We contend that SPOs represent a class of service systems that are understudied in service science. The goal of this study is to contribute to the ongoing development of the discipline's theoretical foundations through an empirical study of a special type of SPO, the social enterprise. Through case‐study research, we analyzed five social enterprise organizations. Our findings point to a number of areas that suggest a bias in service science concepts toward economically motivated and profit‐driven service systems. © 2012 Wiley Periodicals, Inc.

Value co-creation in knowledge intensive business services: A dyadic perspective on the joint problem solving process

This paper examines the collaborative process of value co-creation in the context of knowledge intensive business services. Through 120 qualitative interviews with suppliers and buyers of knowledge intensive services, the extensive exploratory study analyzes the activities, roles and resources of buyers and suppliers in the reciprocal value co-creation process, and their implications for the resulting value-in-use. The paper draws on the literature on value creation, solutions and professional services marketing, and service-dominant logic. It provides a framework depicting value co-creation that occurs through a dyadic problem solving process, comprising activities such as diagnosing needs, designing and producing solutions, organizing the process and resources, managing value conflicts, and implementing the solution. The framework serves as a managerial tool to determine critical resources and roles for suppliers and customers, facilitate joint activities, and optimize resource utilization. Insights from this research are broadly applicable to the contexts of knowledge intensive and solutions business.

Expanding understanding of service exchange and value co-creation: a social construction approach

According to service-dominant logic (S-D logic), all providers are service providers, and service is the fundamental basis of exchange. Value is co-created with customers and assessed on the basis of value-in-context. However, the extensive literature on S-D logic could benefit from paying explicit attention to the fact that both service exchange and value co-creation are influenced by social forces. The aim of this study is to expand understanding of service exchange and value co-creation by complementing these central aspects of S-D logic with key concepts from social construction theories (social structures, social systems, roles, positions, interactions, and reproduction of social structures). The study develops and describes a new framework for understanding how the concepts of service exchange and value co-creation are affected by recognizing that they are embedded in social systems. The study contends that value should be understood as value-in-social-context and that value is a social construction. Value co-creation is shaped by social forces, is reproduced in social structures, and can be asymmetric for the actors involved. Service exchanges are dynamic, and actors learn and change their roles within dynamic service systems.

Analysis of Value Co-creation in Service and Product Design

Analysis of Value Co-creation in Service and Product Design

Service Value Co-creation through Service Robotics

Service Value Co-creation through Service Robotics

Service co-production and value co-creation: The case for a service-oriented architecture (SOA)

An emerging marketing management logic proposes a new perspective on service activities, which previously have been subject to a biased goods-dominant logic. According to this new logic, customers always are co-producers of services and co-creators of value, not simple marketing targets, because they mobilize knowledge and other resources in the service process that affect the success of a value proposition. This article explores this key proposition, analyzing service co-production and value co-creation phenomena in the business-to-business segment and focusing on the case of service-oriented architecture (SOA) with an in-depth, qualitative analysis of two firms pioneering the implementation of SOA solutions.