The four spheres of value co-creation in humanitarian professional services

Abstract

Purpose

The study focuses on the value co-creation processes in humanitarian professional services provision, analysing the key enabling factors of beneficiaries' participation, involved in long-term integration programmes (L-TIPs).

Design/methodology/approach

Through an in-depth case study, the research looks at the practices of value co-creation in humanitarian professional services, considering both the perspectives of the professional service provider and beneficiary.

Findings

In professional services beneficiary's participation affects the success of the L-TIPs outcomes. Participation's enablers can be classified into four different spheres, each belonging to different elements of professional service: the beneficiary, the professionals, the service design and the external environment.

Research limitations/implications

This paper contributes to the literature on humanitarian operations & supply chain management. By focussing on an understudied phase of the disaster life-cycle management, it contributes to the theory of value co-creation by exploring new issues and drivers of beneficiary's participation.

Practical implications

This research has interesting implications for policymakers and humanitarian practitioners. First, guidelines for professionals' behaviours and interventions should be designed as well as new practices and strategies should be adopted. Second, governments should avoid concentrating L-TIPs in few big humanitarian centres.

Originality/value

The study focuses on an understudied stage of humanitarian operations, namely the L-TIPs, and uses this setting to build on the theory of value co-creation in professional services by identifying its enabling factors, clustered into four spheres, namely beneficiary, professional, service design and environmental.

Citation

Pillitteri, F., Mazzola, E. and Bruccoleri, M. (2021), "The four spheres of value co-creation in humanitarian professional services", Journal of Humanitarian Logistics and Supply Chain Management, Vol. 11 No. 3, pp. 402-427. https://doi.org/10.1108/JHLSCM-06-2020-0049