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The purpose of this paper is to empirically test the dairy production barriers: lack of cooperation between the chain actors, milk quality deficiencies, rural exodus and, productivity limitations in southern Brazil, based on Santa Catarina’s dairy production ecosystem players perceptions.

From inquiry result analysis with 305 dairy sector experts, the authors performed statistical tests using the technique of factorial analysis and confirmatory factorial analysis to confirm and/or refute the dairy production barriers presented by Bonamigo et al. (2016b).

The results confirmed the presence of the barriers presented by Bonamigo et al. (2016b). The barrier lack of cooperation between the chain actors is presented as the biggest obstacle in the sector, according to the interviewees. The authors also found that rural exodus is the barrier with the smallest impact on the dairy sector development in relation to other barriers presented by Bonamigo et al. (2016b). The confirmation of these barriers in practice allows developing new studies to eliminate and/or mitigate these barriers of the dairy sector. Furthermore, the study might shed some light on dairy production activities and help improve management skills.

This study does not cover all the players that make up the dairy production ecosystem. It is limited only to the main players that are inserted in this sector. The authors observed the lack of data characterizing the dairy production system in Santa Catarina.

This study presents theoretical and practical contribution. By the confirmation that these barriers are present in the field, it is possible to direct new studies that seek to mitigate them and results in dairy production improvements. As for the practical contribution, the confirmation of those barriers can serve as a basis for the dairy sector decision-making actors, such as government, research institutions, and extension, producers, cooperatives, among others, and assist them in developing strategic actions that concern a cooperative way to develop the whole sector.

The purpose of this study is to recognize the empirical inhibitors of knowledge management (KM)in value co-creation in the dairy production context.

This study undertook a qualitative multiple-case study strategy. The datas collected comes from five players in the dairy sector that jointly co-create value. In addition to in-depth interviews with the actors, this study considers complementary documents, with reports, management flowcharts. Content analysis was conducted based on Bardin (2011).

This study identified three empirical barriers for KM in managing value co-creation in dairy production. The inhibitors observed were related to ineffective communication among stakeholders, organizational culture and high competitiveness. This study identified that sharing and KM among actors is a way to stimulate innovative solutions via value co-creation in dairy production.

This study explores the context in the Center-South of Brazil; therefore, it is not generalizable.

The findings help the managers to deal with the KM inhibitors in the value co-creation context and define actions based on the strategies listed to overcome the barriers identified in dairy production. This study can also help managers to change the mindset of organizations by adding KM to the organizational culture, as it identifies existing barriers in the sector and contributes by suggesting attitudes and tools capable of overcoming such difficulties.

Professionals in the dairy sector, especially the small rural producer, can have access to knowledge and professional training through the value co-creation among actors in the dairy sector. In this sense, the milk quality, for example, the nutritional characteristics and traceability of the milk, can be improved for the final consumer.

This study reveals the empirical inhibitors of KM presents in the value co-creation in the dairy production context. Additionally, insights to deal with the lack of sharing information and knowledge among multiple actors.

The purpose of this paper is to verify if, in the dairy business ecosystem (dairy farmers, dairy cooperatives, government, research agencies, consultants and financial institutions) perspective, the dairy production barriers presented by Bonamigo et al. (2016b) can be mitigated through the dairy production key factors indicated in the literature.

To achieve the proposed goal of this study, the methodology used for the study comprises three stages: exploratory search in the literature to identify barriers and drivers of dairy production, data collection and statistical model. For the first stage, the authors conducted exploratory research in the literature, to better understand the dairy production ecosystem and to find arguments that characterize the barriers and drivers of this activity. In the second stage, a structured questionnaire with 13 closed-ended questions in a single block, with ordinal responses, following the suggestion of Likert (1932), was developed and applied to the dairy production ecosystem players of Santa Catarina, Brazil. A total of 305 responses suitable for analysis based, that were analyzed through an exploratory factorial analysis and modeling of structural equations via partial least squares, resulting in the Statistical model.

Based on the analyses results, the authors verified that there is an inverse association between the characteristics of the barriers and the dairy production key factors. In this sense, the authors can confirm that the increase of the loads in the dairy production key factors, reduce loads of the milk production barriers. Based on the results of this test, new theoretical and practical insights can be identified to develop new studies with the aim of boosting the dairy sector development as well as providing support in the decision making of the dairy system players.

This study may not have enabled a complete coverage of all existing peer-reviewed articles in the field of dairy production. It seems reasonable to assume that the review process covered a significant proportion of studies available.

It is the first study that compares identifies barriers and key factors of dairy production in Santa Catarina using as an analytical lens the business ecosystem.

The purpose of this paper is to identify the main criteria for selecting actors to compose these business platforms and addressing the co-creation of value and improve the performance of startups.

The methodology is based on the search for key factors for the selection of actors and the understanding of co-creation of value and the concept of startups. The content of this paper is substantiated on an extensive review of the literature related to the subjects’ value-cocreation and new startups, and the review is based on the articles found in the databases of Ebsco, Emerald, Science Direct, Scopus, Village and Web of Science.

This paper identifies the main key-factors found in the literature for selecting actors to co-create value in startups and organizes the findings in five categories: value creation, interaction, actor behavior, client and partnership. It also presents the possibility of future research that will be able to put the study in practice.

The results of this research have not been tested empirically, which opens the door for future studies that can prove the effectiveness of the findings. It is also important to mention that there are few articles in the literature that directly address this topic, and some definitions of actor/co-creation of value/business model may also change.

The selection criteria of the actors listed are useful for service entrepreneurs and managers to assist in decision-making at the stage of choosing their partners for value co-creation in startups. Furthermore, it involves mitigating waste in startups and maximizing the economic gains of partners through value co-creation in startups.

This study is one of the first attempts to recognize the key factors for selecting actors to co-create value in startups, aiming at their success in the market.

The purpose of this study is to recognize the facilitators and inhibitors of value co-creation in the industrial service environment.

First, a systematic literature review (SLR) based on the systematic search flow (SSF) method was conducted, using six databases. Then, the content analysis proposed by Bardin (2011) was used to analyze the selected papers from SLR.

The authors identified a total of 11 facilitators and four inhibitors of value co-creation in industrial services. The findings show that concerning facilitators, the involvement of actors and synergy among participants reported a higher presence. As for the inhibitors, incompatibility among actors and actors' inexperience in the context of value co-creation were the ones that registered the most frequency.

Even though the SLR covered a large proportion of the studies available, this research may not have enabled a complete coverage of all existing peer-reviewed papers in the field of value co-creation in industrial services.

This study assists managers in enhancing the performance of the value co-creation process. This is because, by knowing both the facilitators and inhibitors, managers can have an improved understanding of this process, thereby pondering these elements on the elaboration of their strategies and decision-making.

This study is one of the first attempts to recognize both the facilitators and inhibitors of value co-creation in industrial services.

This study aims to empirically investigate how organizations delivering services in business-to-business relations deal with the boundary paradox and knowledge asymmetry in value co-creation.

This study adopted a qualitative multiple case study strategy. Datas were gathered through 13 semi-structured interviews that were then analyzed through the content analysis.

The authors identified three mechanisms that organizations use to deal with the boundary paradox and two strategies to handle the knowledge asymmetry.

First, no opportunities were afforded to involve more participants. Second, owning to confidentiality reasons, not all organizations provided us documents to be analyzed.

The findings guide managers in balancing the use of contracts and trust in inter-firm collaborations and fostering the learning of customers. Also, insights to protect knowledge based on the paradox of openness in value co-creation.

This study’s findings address the gap in value co-creation literature concerning the lack of empirical studies.

Knowledge is companies’ crucial asset, especially when they are inserted in continuous collaboration and value co-creation. However, problems related to knowledge may occur without proper management, which can compromise the strategic objectives associated with a business collaboration network. Given the presented gap, this study aims to propose and test a business-to-business (B2B) knowledge management (KM) framework focused on value co-creation. Therefore, this study seeks to answer the following guiding questions: what are the main elements that a KM model should present in a context of value co-creation between companies? What are the limitations? What are the advantages and disadvantages? Is there any group that would benefit most from it?

This is an exploratory study grounded on mixed methods, having a qualitative approach (systematic literature review and content analysis) followed by a quantitative approach (exploratory and confirmatory factor analysis), which grounded the proposed framework.

The qualitative approach grounded on the systematic literature review resulting in 38 articles that were submitted to content analysis, which resulted in six record units: active communication between the organization, employees and other stakeholders; documents and organizational knowledge stored; knowledge map; collaborative network; searching tools and database, which provided the KM elements to develop and test the proposed framework by the quantitative approach. The results have shown that the framework may assist in managing knowledge in B2B value co-creation relationships.

As an exploratory study, the chosen research approach used nonprobabilistic for convenience sampling. Therefore, the results may lack generalizability. Thus, researchers are encouraged to use probabilistic sampling techniques to ensure generability. Also, more and better items should be used to upgrade the initial questionnaire, improving it and, by doing so, have a better scale.

Assuming the proposed framework’s effectiveness, company managers can use it to drive knowledge within the network of interested parties to promote cooperative products and services. In addition, due to the theoretical framework’s broad vision, it can serve as a strategic aid to leverage innovation, productivity and competitive advantage. This study also provides an initial instrument that assists in understanding KM elements, which may assist in value co-creation.

It was learned that the elements, tools, concepts and KM preconized solutions can assist in value co-creation. Considering that value assists business performance, and value co-creation is one way to enhance it, furthermore, by knowledge sharing, the value co-creation may occur in the B2B ecosystem. Also, it is the first theoretical KM framework proposed to assist companies to understand better ways that could get advantages on structuring knowledge, meaning mapping it, sharing it through a system that can retain what is needed and release it to the ones that need and have the defined access to receive it.

This study aims to recognize industry 4.0 opportunities and challenges associated with the co-creation of value in industrial services and to propose a theoretical framework for smart industrial services systems.

The authors carried out a systematic literature review based on the systematic search flow method; thereafter, the authors used the content analysis proposed by Bardin (2011) to analyze the resulting portfolio.

The authors identified a total of five industry 4.0 opportunities and five challenges for co-creating value in industrial services. Drawing upon these findings, this paper builds a theoretical framework for the smart industrial services system, in which the industry 4.0 opportunities arise from the digitally mediated inter-firm interactions and the challenges related to the resources of this system.

This study may not have enabled a complete coverage of all existing peer-reviewed articles in the field of value co-creation in industrial services associated with the industry 4.0 technologies. Also, the framework is constrained by being theoretical rather than empirically grounded.

The findings give managers support to devise strategies for overcoming the barriers that impede them from taking advantage of the opportunities offered by industry 4.0 for co-creating value in industrial services.

This paper’s uniqueness is to identify the industry 4.0 opportunities and challenges for value co-creation in the context of industrial services and to propose a framework for the smart industrial services system.

The purpose of this paper is to diagnose the barriers of dairy production system of Santa Catarina from the perspective of the business ecosystem concept.

The study consists of a bibliographic systematic review of the dairy production from the perspective of the business ecosystem. To analyze the resulting portfolio, the authors used the content analysis proposed by Bardin (2011), which served as the basis for analysis and discussion of the barriers of dairy production.

The authors identified a total of 19 barriers related with dairy production activity in Santa Catarina, they are properly presented and discussed. In addition, some ways to mitigate these barriers.

This study may not have enabled a complete coverage of all existing peer-reviewed articles in the field of dairy production. Yet, it seems reasonable to assume that the review process covered a large proportion of studies available.

It is the first study that identifies barriers to the development of dairy production in Santa Catarina using as an analytical lens the business ecosystem. And once identified these barriers, it is possible to devise strategies to eliminate or mitigate these barriers.

This paper aims to resolve the inhibitors of lean service using knowledge management (KM) concepts through the use of Toyota Kata. To achieve this, the authors updated the research on lean supportive practices and inhibitors of lean technical practices presented by Hadid and Afshin Mansouri (2014) through a systematic literature review (SLR). The SLR focused on empirical studies/cases from the past 15 years and confirmed the inhibitors of lean technical practices. As a result, Toyota Kata is proposed as a KM solution to the inhibitors of lean service implementation in service companies.

The authors carried out an SLR to identify inhibitors of lean service in real case applications and analyzed the resulting bibliographic portfolio using KM as a lens, along with three theories: universal theory, socio-technical systems theory and contingency theory, which assist in highlighting and clarifying the potential impact of using Toyota Kata as a solution to the inhibitors of lean technical practices.

When the authors analyzed the inhibitors of lean technical practices, they discovered that there is a strong relationship between the inhibitors and the individual (staff) personal characteristics regarding commitment, involvement, communication and preparation. These inhibitors and characteristics should work as a system, and Toyota Kata improves people’s skills and process performance by connecting people, processes and technology. Also, the authors noted that the Toyota Kata concept used can provide benefits in the implementation of lean service for companies, such as the internalization of continuous improvement, this becoming part of the company culture. Moreover, it has been demonstrated that Toyota Kata provides an effective way to achieve KM.

This study may not have enabled a complete coverage of all existing peer-reviewed articles in the field of practices and inhibitors presented by Hadid and Afshin Mansouri (2014). However, it seems reasonable to assume that in this review, a large proportion of the studies available was included.

This paper opens a new perspective on the use of Toyota Kata by managers as a solution to implement KM, spinning the spiral of knowledge.

This is the first study that seeks empirical evidence of inhibitors of lean technical practices and proposes Toyota Kata as a KM Solution for these issues. As a result, this study advances the facility to overcome these inhibitors, opening a new perspective for management to lead in achieving operational excellence.