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The purpose of this paper is to examine teacher perceptions of the practice of co‐creating leadership and its potential impacts on student achievement.

Using a quantitative approach, the study compared the levels of the practice of co‐creating leadership dispositional values and institutional conditions that facilitate the practice of co‐creating leadership between high‐ and low‐performing high schools. Data was collected using a survey. The respondents were teachers from high‐ and low‐performing high schools. The data were analyzed using descriptive statistics, t‐tests, correlations, and regression.

Teachers in high‐performing schools scored significantly higher on perceptions of the practice of co‐creating leadership dispositional values and the presence of institutional conditions that facilitate the practice. Correlation analyses found positive significant relations between dispositional values and institutional conditions facilitating co‐creating leadership. High‐performing schools had high correlations. Regression analyses indicated that active listening, deep democracy, and evolving power significantly predicted teachers' perceptions of the impact of dispositional values and organizational conditions on student achievement.

The paper offers insights into how co‐creating leadership may have potential impact on student achievement.

This study aims to investigate how art events can enrich novice visitors by transforming their practices.

This research uses an interpretive case study of the art exhibition “1/1/1/1/1” in the Oppenheim gallery in Wroclaw. It draws on multiple sources of evidence, namely, novice visitors’ interviews, observation including photo studies and content analysis of art-makers’ mediation sources. This study is an example of contextual theorizing from case studies and participatory action research with researchers as change agents.

The evidence highlights that aesthetic values and experiences are contextual to practices and are transformable into other values. The findings illustrate the role of practice theory in studying how art-makers inspire the transformation of practices, including values driving the latter.

The findings provide implications for transformations of co-creating contextual values in contemporary visual art consumption and customer experience management.

Practical implications to arts organizations are also provided regarding cultural mediation conducted by art-makers. Exhibition makers should explain the meanings of the particularly visible artefacts to allow visitors to develop a congruent understanding of the meanings. The explanations should not provide ready answers or solutions to the problem art-makers suggest to rethink.

The social implication of our findings is that stakeholders in artistic ventures may undertake adequate, qualified and convergent actions to maintain or transform the defined interactive practices between them in co-creating contextual aesthetic values.

The study provides new insights into co-creating values in practices in the domain of contemporary art exhibitions by bringing the practice theory together with an audience enrichment category, thus illustrating how novice visitors get enriched by transforming their practices led by contextual values of “liking” and “understanding”.

This paper aims to identify and analyze factors that determine firms’ commitment to co-create new services with business customers.

A quantitative study based on a scenario method, involving an online survey of French service companies, reveals the determinants of commitment to service co-creation.

Customer benefits and organizational sacrifices, as well as firm-related factors (specialization, partners’ involvement and innovativeness) correlate with firms’ commitment to co-create new services. The proposed, empirically grounded model details factors that determine firms’ commitment to co-create new services with business customers, including innovative culture as a key determinant.

The identified factors that affect firms’ commitment to co-create services can guide managers’ efforts to improve customer relationships and thus their service innovation processes.

This study identifies and analyzes characteristics of committed firms, as well as the benefits and sacrifices they face in co-creating new services, in a novel way. Thus, it helps define the fit between a service offering and business customers’ participation in new service development contexts.

The purpose of this study is to examine the value co-creation at bottom of the pyramid (BOP) using social media and to investigate how it is impacted by age, gender and peer influence.

A BOP approach provides sustainable profits by involving low-income producers and consumers by way of co-creating values. The focus of the BOP approach in the business environment in this study is to establish co-creation among the different stakeholders at the BOP level. With the help of a literature review and related theories, a conceptual model has been developed. The model has been tested statistically for validation using a survey by considering 314 usable respondents.

This study has focused on the impact of different issues such as age, gender and peer influence concerning the consumers at BOP segments involving in co-creation activities. The study finds that people at BOP segments emphasize more social media usage compared to the influence of peers in the context of co-creating values.

Co-creation at BOP is a new approach. This study is unique research where it identifies the impact of gender, age and peer influence at the BOP level consumers for co-creation activities. The study also highlights the influence of social media on BOP consumers for co-creating values. The model so developed along with the findings of this study contribute to the overall body of knowledge in this area which has a wider theoretical and social implication.

The proposed model in this study can help organizations to understand the impact of age, gender, peer influence on value co-creation activities at BOP using social media. This study can help managers of the organizations involved in co-creation at BOP to formulate an appropriate strategy to get engaged with the customers at BOP. Finally, this study can motivate customers to value co-creating and engaging with organizations.

This study has primarily identified the impact of age, gender and peer influence for the consumers at BOP segments and is involved in different co-creation activities. The study has been mainly conducted in India, an emerging economy. None of such studies has been conducted in the emerging markets. Thus, this study claims to have possessed its uniqueness.

The purpose of this study is to identify the types and features of business relationship when the value co-creation phenomenon is extended to an early stage of the value chain, in which technological innovation is essential, in a high-tech business-to-business (B2B) market.

The methodology of building a theory from a case study is adopted in this study to propose an early-stage value co-creation network. Qualitative data are coded on the basis of grounded theory coding after collecting the triangulation data from multiple sources.

In a high-tech B2B market, three types of business relationships (supplier–customer mutual, supplier-centric and network-based business relationships) co-create values at an early stage of the value chain. Intellectual resource, efficiency resource and supplier-centric business relationships are uniquely found in this stage.

This study provides new insight suggesting that the notion of value co-creation can be extended to early stages of the value chain in a high-tech B2B market. In addition, this research identifies vital business relationships and how these relationships develop successfully at an early-stage value co-creation network in a high-tech B2B market.

Technology development managers at an early stage of the value chain can co-create relationship benefits by building proposed business relationships integrating resources in a high-tech B2B market. In addition, marketing managers should consider the early stage as another source of value co-creation.

The notion of value co-creation is extended from the later stage to an early stage of the value chain in a high-tech B2B market. Consolidated framework of a value co-creation network integrating actors, resources and relationships, suggested in this study, will be valuable for further theoretical research and business application.

This study aims to integrate and extend existing approaches from self-identity literature by examining the underexplored aspects of online private self-disclosure. The study first explores the experiential value co-created when consumers voluntarily self-disclose on public platforms. Second, it sheds light on what motivates such consumers to disclose private self-images and experiences, thus giving up some degree of privacy on an unrestricted platform.

This study conducted 65 laddering interviews and observed the profiles of ten consumers, who actively posted self-images on Instagram, through a netnographic study. Then, this study implemented a means-ends chain analysis on interview data.

This study found that online private self-disclosure can involve a co-created experiential value that consists of consumers’ self-affirmation, affective belief and emotional connection. These value components derive from three higher-order psychological consequences – empowerment, buffering offline inadequacy of self-worth and engagement – and four functional consequences – opportunity to learn, online control, self-brand authenticity and impression management.

Operationally, this study proposes that Instagram could be configured and synched with other social networking sites to provide a more complete representation of the online self. Using algorithms that simultaneously pull from other social networking sites can emotionally connect consumers to a more relevant and gratifying personalized experience. Additionally, managers could leverage the findings to tailor supporting tools to transfer consumers’ private self-disclosure skills learned during online communication into their offline settings.

This research contributes to the extant marketing literature by providing insights into how consumers can use private self-disclosure to co-create experiential value, an emerging concept in modern marketing that is key to attaining satisfied and loyal consumers. This study shows that, even in anonymous online settings, consumers are willing to self-disclose and progress to stable intimate exchanges of disclosure by breaking their inner repression and becoming more comfortable with releasing their desires in an emotional exchange.

This paper aims to develop a theoretical model to understand co-creation/co-destruction of value through customer engagement in online channels. It also investigates the contributing factors.

The qualitative approach uses the critical incidents technique to answer the research questions. The authors identify 350 critical incidents in which customers expressed online customer engagement-induced value co-creation or co-destruction experiences. The factors and resulting propositions are identified through data analysis. Data coding and analysis are facilitated by using MAXQDA 12.

Co-creation through positively valenced engagement behaviors may occur when customers are delighted, feel valued, experience reciprocity, receive organizational incentives, are solicited for feedback, can count on service recovery efforts and interact with helpful, empathetic, polite and responsive employees. Co-destruction through negatively valenced engagement behaviors emerges from rude employee behaviors, indifference, confrontation with company representatives, technological failure, the lack of complaint outlets and customers’ desire for revenge.

Selecting and training employees to be helpful, polite, responsive and empathetic toward online visitors can trigger co-creation. Communication between firms and customers should boost customer approval and delight. Organizations can offer incentives, reliable service delivery and a recovery design to stimulate visitor participation. Soliciting feedback requires sound technological support and direct communication links with visitors.

This study presents the conditions and framework contributing to the duality of customer engagement-induced co-creation and co-destruction values in online channels from the customer, organizational, employee, service design and technological perspectives. It also addresses how value is co-created or co-destructed through examples.

This study aims to investigate whether the antecedents of co-creation influence braggart word-of-mouth (WoM) in a participative leisure context, theorising the concept of co-created food well-being and highlighting implications for interactive experience co-design.

A sequential mixed-method approach was used to test a theoretical model; 25 in-depth interviews with cooking class participants were conducted, followed by a post-experience survey (n = 575).

Qualitative results suggest braggart WoM is rooted in active consumer participation in co-designing leisure experiences. The structural model confirms that participation in value co-creating activities (i.e. co-design, customer-to-customer (C2C) interaction), alongside perceived support from service providers, increases consumer perceptions of co-creation and stimulates braggart WoM. Degree of co-creation and support from peers mediate some relationships.

Limited by cross-sectional data from one experiential consumption format, the results nevertheless demonstrate the role of active participation in co-design and C2C interactions during value co-creation. This implies that co-created and co-designed leisure experiences can intensify post-consumption behaviours and potentially enhance food well-being.

The results highlight that integrating customer participation into service design, while also developing opportunities for peer support on-site, can stimulate braggart WoM.

Extends burgeoning literature on co-creation and co-design in leisure services. By encouraging active customer participation while providing support and facilitating C2C interactions, service providers can enhance value co-creation, influencing customer experiences and food well-being. Accordingly, the concept of co-created food well-being is introduced.

The purpose of this paper is to extend the understanding of innovation in service ecosystems by focussing on the role of values resonance in relation to the integration of brands, service systems and experience rooms.

An empirical, explorative case study of an innovative service system is carried out using a narrative approach and presented in the form of a saga.

Insights gleaned from the empirical study are used for conceptual developments. Analysis of the empirical case study is presented as four lessons linked to values, brands, service systems and experience rooms.

The paper extends a conceptual framework of innovative resource integration in service ecosystems. The paper also contributes four propositions to inform theory: values resonance is a basis for service innovation, the innovative integration of brands based on values resonance can foster innovation, the integration of resources across service system boundaries grounded in values resonance can enable innovation and the integration of experience rooms into a coherent servicescape based on values resonance can support novel forms of resource integration and value co-creation efforts in service ecosystems.

This paper aims to deal with the concepts of “institutions” and “institutional logics” in the context of business-to-business (B2B) marketing systems and uses institutional theory as a framework to look at value co-creation.

By integrating the literature on value co-creation, institutional theory and institutional entrepreneurship, the paper argues that the boundaries of B2B marketing systems are continuously reshaped through legitimation processes occurring through actors’ institutional work, thus making co-created value the only legitimate value.

The paper proposes a conceptual framework and furthers the conceptual development of value co-creation and augments the literature on service-dominant logic and the notion of co-created value by assuming a legitimacy-based B2B market systems perspective.

This paper presents a number of propositions that serve to illustrate several managerial implications. These arise from organizations co-creating value by conforming to the various institutional logics that maximize their legitimacy.

The paper makes a contribution by developing a critical theoretical framework based on the application of institutional theoretical constructs/concepts (e.g. ceremonial conformity, decoupling, considerations of face, confidence and good faith).