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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.

This study examines the impact of customer involvement (CI), technology strategy, firm internationalization and servitization on product and service innovation performance (SIP) in hybrid offerings. In addition, it investigates the moderating role of digitization and co-creation in the relationship mentioned above.

A research framework was developed through the lens of service-dominant (S-D) logic theory, and the proposed research hypotheses were empirically tested. Primary data were collected via the survey method, and structural equation modeling was used to analyze the data.

Findings of this study suggest that the S-D logic theory effectively explains CI and servitization in hybrid offerings. Furthermore, digitization is a crucial driver of SIP. Additionally, this paper finds that co-creation moderates between servitization and innovation performance of hybrid offerings.

Besides theoretical contributions, this study presents valuable insights to manage service networks during servitization.

First, this work proposes a comprehensive framework of hybrid offerings' driving factors (i.e. CI, firm internationalization, technology strategy and servitization) and their impact on product and SIP. Second, it tests the moderating effects of digitalization and co-creation in the context of hybrid offerings.

Recent literature within public service logic has called for more explicit conceptualisation of customer value in public services. This study aims to fill this gap by examining how the customer value approach can be applied in the management of public health care services.

This study is a qualitative case study of management of public health care services in Finland. The authors interviewed 17 regional health care service developers and analyzed the interview data using thematic analysis.

The study suggests five propositions for applying customer value approach from the marketing literature in public health care service management. The study enables a deeper understanding of customer value creation in this context and improvement of public health care services.

This study contributes to the public management research in general and public service logic research in particular by suggesting what constitutes customer value in public health care services.

This study aims to identify and classify the types of value stemming from cooperative creation of experience among customers present in various social and interaction-rich service settings, thus leading to customer–customer value co-creation.

This exploratory qualitative study uses phenomenological approach and involves ten semi-structured in-depth interviews conducted in different interaction-rich service settings. The interviews were analysed using soft laddering interview technique to uncover various customer-to-customer (C2C) co-created values.

Based upon the literature available and the interviews conducted, the types of value classified in this study are hedonic value (further classified as relational/social/interactional value, emotional value, epistemic/novelty/learning/information-seeking, personal value and symbolic/expressive value), atmospheric value and economic/utilitarian value (efficiency and quality).

One of the major limitations would be the small number of interviews conducted in a few service setups, which makes it difficult to generalise the results. Also, customer–customer interactions, leading to value co-creation online, were not considered.

By facilitating C2C value co-creation, service firms would be able to obtain increased contributory support among customers and also facilitate its customers in providing superior customer experience indirectly to others present, which is considered to be the ultimate goal of a firm.

This would be among the first studies to classify the types of value taking place when customers interact among themselves and to provide concrete suggestions for the managers fostering C2C value co-creation during a service.

This paper aims to present a review of the literature associated with co-creation and higher-order customer engagement concepts and poses critical questions related to the current state of research. Additionally, the paper presents a framework for customer engagement and co-creation with relevance to hospitality transactions.

Earlier research on co-production, co-creation, consumer engagement and service-dominant logic are discussed and synthesized. Based on this synthesis, links and contrasts of these varying research streams are presented providing an articulation of key characteristics of each and how these might be applied within a hospitality context.

Modalities in service transactions vary among traditional production, co-production and co-creation based on changes in attitudes, enabling technologies and the logic or ideology supporting the change. Transaction characteristics vary among manufacturing, quasi-manufacturing and services based on several key categories including differences in boundary conditions, enablers, success requirements, sustainability requirements, the dominant logic used and key barriers/vulnerabilities. When creating experiential value for consumers, firms should consider several aspects ex-ante, in-situ and ex-post of the change and during the change process.

Firms need to move toward higher-order customer engagement using co-creative modalities to enhance value creation. Current practices in the hotel industry may not in their entirety support this notion. Ex-ante, in-situ and ex-post considerations for creating experiential value need to be used as part of a checklist of questions for firms to pose in order to move toward managing customer experiences using the service-dominant logic as part of the firm’s orientation toward its market. This would give it the required thrust to create superior engagement platforms that use co-creative modalities while addressing the barriers to higher-order customer engagement as identified in the literature.

The hospitality and tourism literature on co-creation and higher-order customer engagement is still in its infancy. A synthesis of these early studies provides support for the need for future research on co-creation that more clearly articulates the modality firms could use to move toward co-creation. This paper develops a dynamic framework using characteristics of co-creation that integrate the various stages of value creation (i.e. input, throughput and output).

To explore building blocks of corporate value creation that can be effectively assembled by practicing managers to deconstruct corporate value creation into distinctive models (customer value creation and shareholder value creation) and stages (resource assembly and capability leverage) in the Indian Information Technology enabled Service (ITeS) industry for exploring efficiency differentials between large Indian ITeS companies.

Data envelopment analysis (DEA) technique has been used to uncover efficiency differentials in large Indian ITeS companies that represent 90% of all the ITeS companies listed in the Indian stock market and 13.9% of all companies listed in the Indian stock market, across industries.

This paper documents a nuanced understanding of interrelationships among activities that influence corporate value creation and comprehensively highlight those dominant activities that contribute to corporate value creation in an ITeS industry setting. The study demonstrates as to how companies can become more efficient in such crucial value creating components that result in superior corporate value. The explicating methodology proposed in this study can be handy for managers and can be extrapolated to other industry and national settings as well.

Deconstructing corporate value creation into granular models, customer value creation and shareholder value creation and further into two stages, being assembling resources to create capabilities and leveraging such capabilities to deliver value, this study provides hands-on value for managers in ITeS companies to create value.

Fusing the value creation and appropriation (VCA) framework, the resource-based view (RBV) and its extensions, this paper builds a robust theoretical model specification that is empirically tested.

This paper aims to define relevant forms of co-creation activities and customer engagement in value co-creation geared toward increasing customer satisfaction and loyalty in the Russian hotel industry.

Secondary data analysis of hotels’ websites, annual reports and published interviews was conducted to investigate how hotels co-create the experience environment. Also, content analysis of tourist comments in social media was conducted to assess the relationship between customer engagement in value co-creation and customer satisfaction. The sample for this study includes hotels located in Moscow using customer experience as a source of value creation.

Based on the analysis of best practice of customer engagement in value co-creation in the hotel industry, a classification of co-creation activity forms was developed. Five forms of co-creation activities have been identified: feedback, co-production, firm-driven service innovation, customer-driven customization and co-creation. Applied data also provide insights on the development of the hotel industry in Moscow. The majority of hotels engaging customers in value co-creation in Moscow are international. Hotels more often use customization, service innovation and especially co-production than co-creation, as co-creation is a new market strategy for the Russian market. The high-price-segment hotels more often use customization, whereas hostels usually implement value co-creation with clients. It can be explained by the difference between the target audience and the resources available. This study helps to understand whether forms of customer engagement in value co-creation in the Russian hotel industry match international experience and findings of theoretical studies.

The sample group represents only hotels in Moscow, and the study utilizes only qualitative techniques. An increase in both the sample size and geographical diversity and a study using both qualitative and quantitative techniques may generate more insights relating to customer engagement in value co-creation in Russian hotels.

This is an insightful comparative study of customer engagement in value co-creation practices of hotels with different attributes, and the study identifies new opportunities to engage customers in value co-creation in the hotel industry.

This study aims to investigate how hoteliers leverage mobile technologies to shape services that allow customers to create their own unique and personalized experiences.

Guided by service-dominant logic and sociomateriality, this study analyzes hoteliers’ reasoning behind the design of mobile-based services through qualitative research. Data were collected from interviews with hotel managers representing best-practice companies in the industry.

The findings provide a rich description of mobile-based value co-creation in the hotel context. They delineate hoteliers’ understanding of mobile technologies as a means to co-create value, their strategic considerations and the forms in which value is expected to be co-created.

This study unearths the new roles of hoteliers, unique forms of value co-creation and their underlying structures in the specific context of mobile-based value co-creation. Practical implications based on industry best practices are provided for hospitality companies seeking to innovate by co-creating value with customers using mobile technologies.

This research paper contributes to the hospitality literature on IT-enabled service innovation and value co-creation by comprehensively explaining the underlying structure and design of co-created experiences facilitated by mobile-based services.

The identification of customer needs through relationship management and their transformation into marketing innovation are two key processes in customer value creation. When combined, they can improve a firm’s competitive position, not only in terms of profitability but also by reducing costs and promoting the use of technology. The purpose of this paper is to analyze the link between managerial relational capability and marketing innovation in customer value creation, and to look at how that value creation affects competitiveness.

We analyze 450 small- and medium-sized enterprises (SMEs) in the furniture industry in the metropolitan area of Guadalajara (Mexico). To this sample is applied a confirmatory factor analysis and a structural equation model to analyze the impact of management capabilities in relationships and marketing innovation on customer value creation and to determine how the value created affects competitiveness.

The results show that management capabilities in customer relationships and in the way they convert knowledge of customer needs into specific choices in the market have a positive effect on customer value creation, as well as on financial performance, cost optimization and the use of technology, all of which can be used as indicators of competitiveness.

The study covers customer value creation in an emerging economy, that of Mexico, and relates it to business competitiveness from a holistic point of view which goes beyond profitability by also including cost reduction and the use of technology.