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The beginning of value co-creation: understanding dynamics, efforts and betterment

Chen, Tom, Ou Yang, Shirley, Leo, Cheryl (2017) The beginning of value co-creation: understanding dynamics, efforts and betterment. Journal of Service Theory and Practice, 27 (6). pp. 1145-1166. ISSN 2055-6225. (doi:10.1108/JSTP-12-2015-0257) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:107097)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL:
https://doi.org/10.1108/JSTP-12-2015-0257

Abstract

Purpose

The purpose of this paper is to understand the beginning of value co-creation by uncovering the roles, efforts, and desired outcomes of employees and how they affect employees’ responses to their firm’s co-creation initiatives.

Design/methodology/approach

This study applies a single case study to explore micro-level processes at the beginning of value co-creation informed by a case about how a Taiwanese firm moved from a conventional to a co-creative business model.

Findings

The case study findings affirm nine subthemes that underlie three key themes: co-creation dynamics, efforts, and betterment. The authors provide a value co-creation framework that is informed by nine subthemes derived from interview data.

Research limitations/implications

Current literature on understanding value co-creation processes focuses on formalized co-creation processes which produce diverse and contextually dependent findings. The authors contribute to current value co-creation literature by offering convergent insights into the interplay of dynamics, efforts, and betterment experienced by employees transitioning to a value co-creation process.

Practical implications

The authors offer a diagnostic value co-creation checklist and propose three benefits of using the checklist, which can help managers mitigate the uncertainty that arises during the transition from a conventional to a co-creation firm.

Originality/value

The study responds to calls for research to investigate where and when the co-creation of value emerges, value co-creation behavior from employees’ point of view, and employees’ roles in the co-creation of value.

Item Type: Article
DOI/Identification number: 10.1108/JSTP-12-2015-0257
Subjects: H Social Sciences
Divisions: Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business
Depositing User: Tom Chen
Date Deposited: 24 Sep 2024 11:43 UTC
Last Modified: 25 Sep 2024 13:22 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/107097 (The current URI for this page, for reference purposes)

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