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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.

This paper uses the multidimensional definition of value – ecosystemic value – and employs lifecycle theory to identify the different stages of evolution of value-creation and -capture processes in an ecosystem. Specifically, the aim of this paper is to show the uneasy transition from supply chains to ecosystems.

Based on a field study of a Canadian ICT ecosystem, this paper adopts a multilevel perspective on value-creation and value-capture processes and illustrates how these processes need to move from a dyadic economic focus to a network socioeconomic one.

The findings pinpoint the uneasy transition from supply-chains management to ecosystems management and provide a framework for understanding how value creation and value capture should be coupled throughout the ecosystem lifecycle. Finally, five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems.

Five theoretical and managerial propositions are suggested to better leverage ecosystemic capabilities and better manage value creation and value capture in ecosystems.

Many marketing and management scholars discuss the limitations of unbalanced perspectives (customer- or seller-centric) in building a comprehensive view of how value is created and captured. This multi-actors case study highlights how ecosystemic value creation may be obstructed by a firm's focus on value capture.

Electronic Sports (eSports) is an emerging sector of the sports and entertainment industry experiencing an accelerated increase in consumer and sponsor demand. This paper aims to study selected cases of eSports service ecosystems, to identify similarities and differences and to understand the different roles, relationships and multiple interactions of actors involved in value co-creation processes.

This empirical paper follows the service-dominant logic to highlight value creation. Based on the sport value framework, an organizing logic for the actors in sports-related ecosystems to exchange service and co-create value, the authors apply the conceptualization of an eSports service ecosystem framework in which actors create value through their interactions. A case study approach was applied to qualitatively describe two cases of value co-creation by multiple actors during three eSports events. Case study 1a is the 2019 League of Legends World Championship Finals in Paris. Case study 1b is the 2020 League of Legends World Championship Finals in Shanghai. Case study 2 is the BLAST Premier Counter-Strike: Global Offensive Global Final 2020, which was entirely virtual.

The outcome is an empirically investigated conceptual framework of multiple actors co-creating value within a service ecosystem in eSports. The insights of the cases explain how actors interact with each other and co-create value during events in eSports ecosystems. The cases illustrate interactions in the context of eSports where the actors are connected within ecosystems. This enables further development of a value co-creation concept and a better understanding of value co-creation in eSports.

This study contributes to research by explicating a theoretically grounded framework for eSports service ecosystems based on empirical evidence. This research extends the scope of value co-creation beyond the firm–customer dyad to a service ecosystem in eSports, demonstrating the dynamic interactions of multiple actors.

As coopetition often characterizes relationships in ecosystems, social factors are particularly important to ensure resilient and reliable relationships, therefore efficient collaboration, and a corresponding outcome. Social factors have so far only been considered as peripheral factors in the ecosystem literature. Thus, this study aims to analyse the current state of literature to provide initial insights into the impact of social factors on value co-creation in supply chain ecosystems.

A structured literature review was conducted. Eleven articles were identified which explicitly examined social factors in the context of supply chain ecosystems.

The findings showed that in current research contributions, especially three social factors are considered crucial for value co-creation within supply chain ecosystems: trust, commitment and mindset. Moreover, researchers focus so far only on positive-affected social factors.

The findings enable ecosystem orchestrators as well as actors to strengthen social factors in supply chain ecosystems. The cultivation and proactive consideration of social factors is crucial for efficient and effective collaboration and has a corollary effect on supply chain ecosystems value co-creation.

This paper extends the limited literature on social factors within supply chain ecosystems, notably from a strategic management perspective. The findings help scholars to understand why social factors do play a crucial role regarding the value co-creation in supply chain ecosystem and how specific social factors influence the overall business outcome. By raising awareness of the importance of social factors for all ecosystem actors, complementary cooperation in the ecosystem improves, which in turn has a positive impact on value co-creation.

This study aims to understand and explain how institutional change occurs at the level of value co-creation practices in service ecosystems. Despite the centrality of collective practices to the service ecosystems perspective, theoretically grounded explanations of how practices change and become institutionalized remain underdeveloped. Applying the theory of routine dynamics, this paper addresses two questions as follows: what does the institutional change mean at the level of value co-creation practices and what processes underlie these changes?

The study develops a conceptual framework that characterizes value co-creation practices as routines involving three aspects, namely, ostensive, performative and artifactual. As a key element in institutional change, the interplay between these informs an account of institutional change processes in service ecosystems.

The proposed conceptual framework specifies the conditions for institutional change in terms of value co-creation routines. First, any such change is seen to be grounded in alignment between changing institutional rules and the ostensive, performative and artifactual aspects of routines. Second, this alignment is seen to emerge through a dialectics of planned and practice-based activities during institutional change. An empirical research agenda is proposed for the analysis of institutional change processes in different service ecosystems.

This conceptual framework extends existing accounts of how service ecosystems change through the contributions of multiple actors at the level of value co-creation practices.

Entrepreneurial ecosystems have become policy strategies to stimulate entrepreneurial activities, yet the current understanding underlying value creation and the factors influencing this value-capturing mechanism remains limited. In this chapter, we systematically review literature related to the entrepreneurial ecosystem, and we seek to provide a greater understanding of the value creation process within an ecosystem. The findings from our content analysis shed light on the multifaceted structures and drivers of the value creation process. The study contributes to studies and theory development in the field of entrepreneurial ecosystem literature and further advances potential future research.

In industrial and business-to-business (B2B) marketing research, a business network ecosystem is an important antecedent of small- and medium-sized enterprises’ (SMEs’) performance. The purpose of this study is to clarify the direct and indirect effects of ecosystem network health on SMEs’ credit quality.

The data is collected from a survey of operations managers and financial managers of 282 SMEs in China. Structural equation modeling is used to test the hypotheses, and latent moderated structural equations are used to estimate the moderating effect model.

This research indicates that ecosystem network health can directly affect SMEs’ credit quality and have an indirect impact on credit quality through value co-creation capability. In addition, better informal institutional arrangements in the ecosystem can amplify the positive effects of network health and value co-creation capability on SMEs’ credit quality.

From an ecosystem perspective, it is necessary to bring the ecosystem characteristics into business scenario and explore their impacts on SMEs’ financing behaviors. This study contributes to B2B marketing research in terms of investigating the role played by ecosystem characteristics and value co-creation capability.

This paper aims to develop impact value (IV), both theoretically and practically, to better account for the processes of value creation within complex service ecosystems.

This conceptual paper connects the complex systems nature of service ecosystems and the complexity of issues of sustainability and well-being to the need for a conceptual and analytical extension of value within service ecosystems.

This paper defines IV as enhancement or diminishment of the potential of stakeholders (beyond the service beneficiary), to transfer or transform resources in the future, based on direct and indirect involvement in the processes of value-in-exchange and value-in-use creation.

This paper provides an initial exploration of the theoretical and practical extension of value through the IV concept.

Sustainable service ecosystems require actors to understand their role in the service process and account for the impact pathways of their value creation activities. This paper proposes a framework for developing sustainable strategies to account for IV.

This research expands service research’s core concept of value by integrating the complex systems nature of service ecosystems, sustainability and well-being. IV provides a means to address the systemic impact pathways of service and value creation processes and bridge idiosyncratic value-in-use and broader system viability concepts.

Extant family business research focuses on the understanding of value creation through the binary interactions between the family and its business (the family – business nexus). This article addresses this issue by expanding the understanding of value creation beyond the family-business nexus to that of value creation among a wider set of stakeholders (the family business service ecosystem). It recognizes the multi-faceted nature of family businesses and conceptualizes a value creation process through a broader scope of internal and external stakeholders.

This research theoretically connects Business Model Innovation (BMI) and Service dominant logic (SDL) as foundations of an ecosystem approach of value creation established through collaboration, coproduction and co-creation based on Value in Use (ViU). The authors then present the FB Service Ecosystem BM.

This research generates an overarching model of value creation and integration that reflects and enacts the purpose of the family firm’s project through interactions with ad hoc internal and external actors as possible Third Avenue of value creation, transcending the family versus business paradox. Termed FB Service Ecosystem, this overarching model can be at the forefront of economic, ecological and societal transition, by tacitly transmitting such BMs through their networks of stakeholders. The FB Service Ecosystem is important because it can support the transition of economies and societies based on service, collaboration and meeting multiple stakeholder needs.

This research addresses the dichotomy between financial and non-financial outcomes and between agency and stewardship. It transcends this paradox to offer an inclusive value creation perspective considering a wider set of internal and external stakeholders based on reciprocal service provision and co-creation of mutual value, foundations of service dominant logic, among actors of a service ecosystem federated by and around the family business, termed Family Business Service Ecosystem.

This paper aims to explore and analyze how a focal firm, coming from emerging economies, of the multinational technology standard alliance ecosystem engages different actors of the alliance in value co-creation practice, contributing to product collaborative innovation and reciprocal standards cooperation.

Based on in-depth interviews, primary company, and secondary documents, this paper conducts an exploratory single case study of TechAlpha to investigate the practice of value co-creation in the multinational technology standard alliance (MTSA).

Based on the extended resource-based view (ERBV), this paper finds that in the MTSA ecosystem, actor engagement sets the anchor for the focal firm in the MTSA to dominate the resource interaction, achieving a greater interaction through goal co-discussion, standard co-construction and achievement co-sharing. Resource interaction is composed of standard resource identification, standard resource sharing, and standard resource alignment, putting a high value on the practice of value co-creation. Value co-creation dominated by the focal firm of the MTSA is embodied in the synergy of actor engagement and resource interaction.

This paper contributes to the relevant literature by illustrating how the focal firm coming from emerging economies of the MTSA enables value co-creation through adjusting the situation of actor engagement and exerting its standards resource interaction. This paper also advances the process of acquisition, integration, and reconstruction of heterogeneous resources throughout the MTSA by offering a new supplementary perspective and new evidence from a Chinese firm.