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With the development of tourism industry, online travel agencies (OTA) have gradually become an important channel for tourism product supplies and sales. Some OTAs provide consumers with a platform for tourism guidance and online travel sharing. They not only satisfy some tourists’ desire to share their experiences but also provide reference for more consumers to choose travel products. This process is the process of value co-creation by customers and online travel companies. This study is conducted under DART theory, a theoretical framework of value co-creation composed of four dimensions, namely dialog, access, risk-assessment, and transparency. Brand equity is divided into four aspects: brand loyalty, brand awareness, customer perceived value, and brand image. This study uses the structural equation model to investigate the impact of customer value co-creation behavior on brand equity of online travel enterprises and interprets the process and mechanism of customer value co-creation behaviors for online travel business brand equity, which provides more efficient strategies and methods for platform interaction and value co-creation.

Purpose – The aim of this chapter is to investigate how a focal market actor may design or redesign business models for improved value co-creation.

Findings – We posit that value is co-created in use as actors integrate resources in practices, which makes practices a fundamental unit of value creation. Greater density of resources, relevant to a specific practice and to the goals or mission of the actor, corresponds to greater value. The role of a provider is to support other actors in their value-creation processes by providing resources that ‘fit’ into their practices.

We identify 12 categories of business model design elements that need to be defined and developed in parallel. We conclude that a focal actor needs to strive for both intra-actor and inter-actor (meso-level) configurational fit of business model elements in order to enable purposeful co-creation in specific practices.

Finally, we propose that meso-level configurations develop in a three-phase process of origination, mobilization and stabilization. A focal actor wishing to improve co-creation in a network needs to develop value propositions not only for customers but also for other actor domains. Overall, the performative power of a market actor is dependent on its network position, the relative strength of its business model and the actor's ability to author compelling meanings.

Originality – The research contributes to the discussion on value co-creation by identifying three shifts in the unit of analysis: (1) we argue that use-value is co-created as actors integrate resources in practices, rendering practices a fundamental unit of analysis, (2) as practices are outcomes of business models, we identified business model design as a key unit of analysis for the improvement of value co-creation and (3) our view on business models is network-centric and we focus on how to introduce new business model elements in a specific actor network.

Practical implications – The realization of the fact that value creation occurs in networks of interdependent actors pinpoints the need for increased transparency both between functional silos and between actors. The business model framework identifies 12 design elements, which can act as a ‘checklist’ for managers wanting to engage in co-creative business models.

This chapter explores the nature of the cultural context that frames value creation and provides insight to the way in which value is collaboratively created, or co-created, in markets.

We develop a conceptual framework and research propositions for studying the co-creation of value-in-cultural-context through the intersection of consumer culture theory (CCT) and service-dominant (S-D) logic and the integration of a practice-theoretic approach for value co-creation.

The integration of CCT, S-D logic, and practice theory provides a conceptual framework for studying the co-creation of value among multiple stakeholders and the (re)formation of markets.

Drawing on this framework, marketers can contribute to the co-creation of new markets by influencing changes in cultural contexts – practices, norms, meanings, and resources – that frame value co-creation and exchange.

This chapter explores the integration of CCT and S-D logic by focusing on value co-creation and applying a practice approach to further weave together these distinct research areas. In addition, the proposed framework elaborates the conceptualization of value-in-context to consider the cultural context that influences and is influenced by the co-creation of value.

As the consumer-centric approach is evolving in the 21st century, especially in the post-COVID-19 era, people seek unique experiences. Adopting co-creation in promoting a destination implies involving tourists, stakeholders and organisers in creating value for a product or service. The innovative strategy of co-creating experiences encourages tourists' engagement, leading to destination promotion. Some notable examples of co-creation in tourism are gastronomic tours, virtual tours and travel guides. This chapter aims at the significance of co-creating experiences at events that lead to destination promotion. Co-creation of experiences at events brings the spotlight from the stage to the audience and is considered the future of the experience economy. The study presents a case study of Jal Mahotsav in Madhya Pradesh, India. The study highlights the multi-stakeholder approach adopted by the authorities to co-create the event experience.

Co-creation of knowledge offers significant opportunities for innovation. This chapter seeks to gain understanding of the process of co-creation of knowledge for innovation and public relations in multi-stakeholder projects by exploring current insights in academic literature. The research questions look at how co-creation of knowledge for innovation has been investigated in the scholarly literature; the roles of end-users; and the modes and challenges of end-user participation and in collaboration relating to communication.

The method of this chapter is a structured literature review, following a series of rigorous steps: a search of databases, analysis of 33 articles found, summarising relevant content using a data extraction table and a data extraction continuum as analysis tools to show the range of projects discussed in the literature to create a comprehensive overview.

The findings indicate that multi-stakeholder networks can be structured for different aims. In the articles found different types of projects were investigated. Four categories of projects were found: (1) co-creation projects benefiting one company; (2) co-creation projects benefiting business-to-business value chain networks; (3) co-creation projects benefiting public entities; and (4) co-creation projects benefiting innovation network stakeholders.

Complexity is highest for multiple stakeholder co-creation projects benefiting innovation network stakeholders, where the roles between stakeholders are fluid and changing constantly. Solving common issues motivates the stakeholders to collaborate and build trust. Open innovation environments may facilitate communication and interaction.

Co-creation of knowledge requires intensive collaboration. Knowing the main challenges to address will help the functioning of co-creation collaboration networks and their public relations.

Purpose – The aim is to introduce a sociological perspective on resource integration and value co-creation into service research using a service systems approach.

Methodology/approach – Conceptual and a case study of the service system a Telecom Equipment and Service Provider is embedded in is reported.

Findings – The service practice of the service system is framed by social structures of signification, legitimation, and domination. However, the practice is also independent of the structures since it is embedded in and shapes the structural realm.

Research implications and limitations – Drawing on structuration and practice theory, the chapter offers a new framework describing how social and service structures and practices can inform and reveal mechanisms of service system dynamics. Based on the framework, three propositions are developed focusing on the mechanisms of resource integration and value co-creation. The implications need to be generalized in future research by studying other empirical contexts.

Practical implications – The chapter provides some tentative guidelines on how organizations can design service systems that enable and support customers and other actors in their resource integration and value co-creation processes by paying attention to social structures and forces and not only resources as such.

Originality – The chapter explicates how social structures have implications for value co-creation and resource integration in service system. It makes systematic use of structuration and practice theory to understand the social dimensions of service systems. A distinction between intended and realized resource integration is made.