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The paper attempts to analyze the network structure of value activity in manufacturing clusters, propose the model of value creation of cluster's value activity network, and explore the inner mechanism and optimization strategies of value creation in manufacturing clusters from the perspective of cluster's value activity network.

This paper applies a genetic algorithm to optimally search in the target space, and repeatedly exerts genetic operation (select, cross, variation) on the population to explore the optimal configuration strategy between value creation activity and resource utilization. It also analyzes the relation between object function of value creation and relative parameters.

The total value created by value activity network was impacted by the degree of effective configuration between all kinds of resources and value activities; the total value created by value activity network is positively related to activity units' elasticity coefficient of value creation of human resource, material resources and relations resource, and is negatively correlated to cost coefficient of human resource, material resources and relations resource; when the cooperative relations between activity units create positive relationship profit, the total value created by value activity network increases with the increase of cooperative relations between activity units.

Enterprises in clusters should reasonably configure and incorporate the resource among value activities through adding, deleting or reconfiguring activities, which makes the value activities network create maximum value; enterprises can transform the type of activity units to increase elasticity coefficient of value creation of human resources, such as transforming production activities into the high value‐added activities; enterprises can optimally incorporate the technical, material resources and human resources among activities to increase value creation elastic coefficient of material resources; enterprises can decrease cost coefficient by maintaining the stability of long‐term cooperation with the suppliers and strengthening the cultivation of talents; enterprises can increase profits from relation resource or reduce cost coefficient of relationship by updating activities, building trust mechanism and communication mechanisms and establishing long‐term cooperation relationship to improve value creation activities.

This paper proposes the model of value creation from the perspective of cluster's value activity network, and applies a genetic algorithm to explore the optimal configuration strategies between value creation activity and resource utilization.

In this interview with Prof. Venkat Ramaswamy, Strategy & Leadership reviews the way the concept of co-creation of value with customers is being implemented on its tenth anniversary. Prof. Ramaswamy explains the basic elements of the co-creation playbook.

Based on his research with companies pioneering innovation co-creation with customers, Prof. Ramaswamy offers insights for executives into what makes this perspective different and powerful.

Prof. Ramaswamy discusses the guiding principle underlying the transformation of enterprises towards co-creation: how to engage people to create valuable experiences together while enhancing network economics.

In designing and managing a co-creation platform, ask, how accessible is it to consumers or any other key stakeholders; how well does it facilitate dialogue among them; how transparent is this interaction to all, which helps to build trust and attract even more participants; and how well does it enable the reflexive leveraging of the innovation and learning generated to enhance the value of the platform?

Senior executives need to know how co-creation engagement platforms can also be used to generate ideas for continuously improving products and services through the lens of customer experiences.

The purpose of this paper is to present a critique of the use of governance value analysis (GVA) for assessment of value creation in supply chains.

The study presents a conceptual analysis of the assumptions, factors, and range of GVA as it applies to assessment of value creation in supply chains.

GVA lacks comprehensiveness in assessing value creation in supply chains in that it ignores: certain important factors that affect value creation in supply‐chain relationships; governance issues beyond transaction‐specific investments; and cooperative value‐creating activities among supply‐chain members.

The critique calls into question the applicability of GVA in governing value creation, especially in the context of dynamic contemporary conceptions of supply‐chain relationships. It is not recommendable to analytically treat cooperation in supply‐chain relationships as transactional exchange.

This is an original and timely critique of the presumption that GVA is an appropriate model for assessment of value creation in supply chains.

The greater part of the academic literature coincides in highlighting the positive influence that consumer participation has on the value created in service delivery. In this sense, research stands out which studies the consumer's role as a value co-creator in the service. However, there are few studies which analyze the consequences of co-creation behavior from the customer perspective. This research aims to fill this gap. To do so, it sets out from the measuring of co-creation from the perspective of the customers themselves and proposes that there is a direct relationship between value co-creation behavior and customer satisfaction with the service experience.

To verify the hypothesis proposed, adults over 18 were personally interviewed. They had to be regular users of firms in the beauty parlor and personal care sector. The data collection finished with 547 duly-completed questionnaires. The SPSS 20 and AMOS 20 statistical programs were used for the data analysis.

Regarding the causal model proposed, the data confirm the relationship set out in the hypothesis. It can therefore be stated that there is a positive relation between value co-creation and customer satisfaction. It allows a greater comprehension of the value creation process, analyzing the consequences for customer satisfaction. In this sense, the findings of the study suggest that service firms dedicated to personal care should foster the customers' active participation in the value creation process.

The analysis highlights the positive influence which taking part in the value co-creation has on satisfaction. This is the first study that clearly shows this relationship from the empirical point-of-view.

As a high-reward strategy to differentiate social platforms, value co-creation is increasingly becoming a tool to enhance customers' social attachment. However, there is still a lack of academic understanding of the value co-creation that enables users to build social attachment with social platforms. To address this challenge, we develop and then examine a theoretical model grounded in value co-creation theory considering the relationship between value co-creation and social attachment, and also explore the mediating effect of user experience and the moderating effect of self-disclosure.

This study takes representative social platform users as the research object, chooses Questionnaire Star as the platform for questionnaire distribution and collection and collects 531 eligible data through the snowball sampling questionnaire method. And then, MPLUS7.4 is used to analyze the data and thus examine our proposed theoretical model.

The results of structural equation modeling analysis suggest that two dimensions of value co-creation (i.e. initiated value co-creation and spontaneous value co-creation) affect social attachment not only directly but also indirectly (i.e. the mediating role of user experience) and that self-disclosure moderates the impact of value co-creation affecting social attachment.

This study verifies the impact of different dimensions of value co-creation toward social platforms on social attachment, showing that value co-creation plays an important role in developing users' social attachment and provides practical implications for promoting the sustainable development of social platforms and building users' psychological well-being.

This second part of Strategy & Leadership's interview with Prof. Venkat Ramaswamy, one of the early proponents of co-creating value with stakeholders, asks him about the progress of the “co-creation transformation” of markets on its tenth anniversary and its wider implications for firm strategists and public policy makers. The interview concludes with a remembrance of the late C.K. Prahalad, a co-developer of the theory, and reviews his many contributions to the advancement of strategic management.

This interview considers how the co-creation view starts with interactions as the locus of value and platforms of engagements with individuals as the locus of value creation.

The co-creation paradigm is a dynamic perspective that sees the interaction of customers, employees and other stakeholders as forums for learning and ever-expanding capability building.

Strategy as “stretch and leverage” in the world of co-creation becomes about joint aspirations>joint resources.

Corporate managers need to understand that leading companies that have successfully adopted the co-creation model follow a simple principle – they focus their entire organization on the engagements with individuals.

Social media has significantly impacted the value creation processes within the consumer–brand relationship. This study aims to examine value formation processes within a cosmetics social media brand community and to establish the types of value formation associated with different categories of interactions within a social media brand community.

The research adopted a netnographic approach and followed the operational protocols of netnography. Conversations in one large cosmetics social media brand community were observed and downloaded for analysis over a two-month period. Examples of value-creation and formation processes were identified using netnographic interpretative procedures to develop higher-order themes.

The findings supported the creation of a “Consumer and brand value creation and co-creation framework” highlighting disparate value types within the following interactions: consumer-to-consumer; brand-to-consumer; and consumer-to-brand. The identified value types were specific to the actors (i.e. consumers and brands) involved in value formation processes. The analysis also revealed consumers’ ability to independently generate value through direct interaction with a social media brand community and the brands’ role in supporting consumers in value formation through value facilitation.

The pivotal role of disparate actors’ interactions in value formation processes is highlighted, alongside the autonomous ability to form value with the aid of resources stored and shared within the social media brand community. The network of interactions and value-creation processes contribute to a holistic understanding of the interactions in a social media brand community. Furthermore, the research explores and highlights the emerging role of social media brand communities as “value vestiges”.

This study investigates how role overload in the sharing economy leads to emotional exhaustion, which restricts value co-creation activity, and also investigates the moderating effect of perceived platform support.

Two experimental investigations and field research questionnaires were given to respondents with shared mobility industry expertise.

First, role overload detrimentally affects service providers' value co-creation behavior; second, emotional exhaustion acts as a mediator between role overload and value co-creation behavior; and finally, perceived platform support moderates the adverse effect of role overload on emotional exhaustion.

To the best of the authors' knowledge, this study is the first to explore the antecedents of value co-creation behavior from the service provider's perspective, extending the application of COR theory in a sharing economy context.

First, alternative mediators between role overload and emotional exhaustion were not identified. Second, other dimensions of role overload and their impacts were not examined. Lastly, this study did not explore broader perspectives beyond algorithms.

This study recommends that managers reduce role overload ex ante in terms of clarifying responsibilities and obligations, providing substantive resource support and rationalizing order allocation, respectively.

This study aims to investigate whether higher value creation leads to higher value appropriation and to identify the boundary conditions in a buyer–supplier relationship that can explain why a particular supplier can appropriate higher value than others.

The study uses questionnaire surveys. The sample of the survey has 150 publicly-listed supplier firms in Taiwan. The unit of analysis is the buyer–supplier relationship.

In the buyer–supplier relationship, suppliers’ bargaining power, partnership and a supplier’s original brand manufacturing (OBM) business can strengthen the positive relationship between value creation and value appropriation.

This study adopts the unilateral viewpoint of suppliers; however, some constructs might require dyadic evaluation. This study only explores the spillover effect of OBM business on the relationship between value creation and appropriation.

The spillover effect of a supplier’s OBM business in a buyer–supplier relationship allows the buyer to share more common benefits and the supplier to capture more private benefits as compensation. By broadening its customer base, a supplier can increase its bargaining power. A supplier can also maintain a strategic partnership with each essential buyer.

To avoid the dark-side effect of partnership, the model provides the contingency that a supplier can capture more value from a buyer–supplier relationship.

This article aims to examine how users' involvement in value co-creation influences the development and orchestration of well-being ecosystems to help tackle complex societal challenges. This research contributes to the public management literature and answers recent calls to investigate novel public service governances by discussing users' involvement and value co-creation for novel well-being solutions.

The authors empirically explore this phenomenon through a case study of a complex ecosystem addressing increased well-being, focussing on the formative evaluation stage of a longitudinal evaluation of Sweden's first support centre for people affected by cancer. Following an abductive reasoning and action research approach, the authors critically discuss the potential of user involvement for the development of well-being ecosystems and outline preconditions for the success of such approaches.

The empirical results indicate that resource reconfiguration of multi-actor collaborations provides a platform for value co-creation, innovative health services and availability of resources. Common themes include the need for multi-actor collaborations to reconfigure heterogeneous resources; actors' adaptive change capabilities; the role of governance mechanisms to align the diverse well-being ecosystem components, and the engagement of essential actors.

Although using a longitudinal case study approach has revealed stimulating insights, additional data collection, multiple cases and quantitative studies are prompted. Also, the authors focus on one country but the characteristics of users' involvement for value co-creation in innovative well-being ecosystems might vary between countries.

The findings of this study demonstrate the value of cancer-affected individuals, with “lived experiences”, acting as sources for social innovation, and drivers of well-being ecosystem development. The findings also suggest that participating actors in the ecosystem should utilise wider knowledge and experience to tackle complex societal challenges associated with well-being.

Policymakers should encourage the formation of well-being ecosystems with diverse actors and resources that can help patients navigate health challenges. The findings especially show the potential of starting from the user's needs and life situation when the ambition is to integrate and innovate in fragmented systems.

The proposed model proposes that having a user-led focus on innovating new solutions can play an important role in the development of well-being ecosystems.