Impact value and sustainable, well-being centred service systems

Abstract

Purpose

This paper aims to develop impact value (IV), both theoretically and practically, to better account for the processes of value creation within complex service ecosystems.

Design/methodology/approach

This conceptual paper connects the complex systems nature of service ecosystems and the complexity of issues of sustainability and well-being to the need for a conceptual and analytical extension of value within service ecosystems.

Findings

This paper defines IV as enhancement or diminishment of the potential of stakeholders (beyond the service beneficiary), to transfer or transform resources in the future, based on direct and indirect involvement in the processes of value-in-exchange and value-in-use creation.

Research limitations/implications

This paper provides an initial exploration of the theoretical and practical extension of value through the IV concept.

Practical implications

Sustainable service ecosystems require actors to understand their role in the service process and account for the impact pathways of their value creation activities. This paper proposes a framework for developing sustainable strategies to account for IV.

Originality/value

This research expands service research’s core concept of value by integrating the complex systems nature of service ecosystems, sustainability and well-being. IV provides a means to address the systemic impact pathways of service and value creation processes and bridge idiosyncratic value-in-use and broader system viability concepts.

Citation

Simmonds, H. and Gazley, A. (2021), "Impact value and sustainable, well-being centred service systems", European Journal of Marketing, Vol. 55 No. 2, pp. 593-617. https://doi.org/10.1108/EJM-03-2018-0182