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Article
Publication date: 9 January 2017

Alison Dean and Ghada Talat Alhothali

The purpose of this paper is to elucidate service-for-service benefits emerging from co-creation in everyday banking. It does so by identifying factors that constitute the…

Abstract

Purpose

The purpose of this paper is to elucidate service-for-service benefits emerging from co-creation in everyday banking. It does so by identifying factors that constitute the joint provider/customer co-creation platform, distinguishing them from factors that facilitate customers’ independent value creation; and exploring benefits and potential opportunities for each party.

Design/methodology/approach

Insights were gained by using a qualitative approach involving 33 face-to-face interviews with bank managers (15) and their customers (18) in Saudi Arabia. Content analysis was performed on the data and the two sets of views integrated to compare the reality of service-for-service with theoretical assumptions.

Findings

The analysis identified 65 topics, clustered to 12 themes. Three themes represented joint, collaborative activity (problem solving, relationship building, and knowledge and learning) whilst other themes identified facilitation actions by banks. Key opportunities to increase mutual value (service-for-service) emerge from extending interaction via the co-creation platform but additional benefits from these opportunities are not currently realized by participants. The authors thereby note the potential of a service focus but suggest that the locus of value creation will not readily shift from the provider to a collaborative process of co-creation.

Research limitations/implications

The qualitative nature of the study limits generalizability. However, the authors expect that the hierarchy of service-for-service will be meaningful in other contexts. Future research may use it as a starting point for identifying innovations from co-creation, how actors realize and measure service-for-service, and how different business models may strengthen value opportunities.

Practical implications

The findings provide managers with first, three areas of emphasis to gain and extend mutual service-for-service from direct interactions in everyday banking transactions. Second, the study emphasizes resource characteristics that will facilitate value enhancement for firms and customers by recognition of barriers to collaborative actions, and approaches for pursuit of service-for-service.

Originality/value

This study establishes the joint and essential firm/customer co-creation platform in retail banking and distinguishes the platform from other customer value-facilitation actions. The authors integrate the findings with previous literature and present a conceptual framework for levels of service-for-service in exchange. This framework shows a hierarchy of key benefits for providers and customers, and highlights increasing complexities that hinder the reality of achieving service-for-service opportunities arising from the joint co-creation platform.

Details

Journal of Service Theory and Practice, vol. 27 no. 1
Type: Research Article
ISSN: 2055-6225

Keywords

Open Access
Article
Publication date: 18 May 2020

Timo Pohjosenperä and Hanna Komulainen

This paper aims to explore the dynamics of value co-creation in the context of health care logistics by focusing on the change in the value creation spheres of a logistics…

Abstract

Purpose

This paper aims to explore the dynamics of value co-creation in the context of health care logistics by focusing on the change in the value creation spheres of a logistics service provider and its customer organization.

Design/methodology/approach

The development of value co-creation between the two organizations was researched through a qualitative case study that focuses on a situation wherein the hospital’s central warehouse was moved to a more distant location. Data consist of the interviews and focus group discussions of both nursing staff and logistics managers before and after the change. The empirical results are reflected to service and value co-creation literature as well as to existing knowledge about health care logistics.

Findings

The new situation compelled the counterparts to plan more structured logistics service procedures, as there was no longer any possibility for nursing staff to pick up urgently needed items from the central warehouse. This strengthened the role of the joint value creation sphere and made it more visible during the change.

Research limitations/implications

The study contributes to the evolving research on health care logistics and connects it to timely service value discussion. This paper proposes that as the physical distance of service facilities increases, the joint co-creation sphere, interestingly, gets widened during the change.

Practical implications

Managerially, the study provides implications for how to develop health-care material logistics to provide more value for both the logistics service providers and their customers.

Social implications

Understanding value co-creation in health care logistics services supports care organizations in developing their processes toward better care for the patients. Thus, health care logistics research facilitates societies and health-care systems to reach their goals in terms of better service and lower costs.

Originality/value

This study presents an up-to-date example of value co-creation in the scarcely researched context of health care logistics.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 12
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 12 October 2010

Christian Grönroos and Pekka Helle

The purpose of this paper is to create a framework for measuring mutually created value in business relationships in the manufacturing sector, which also enables suppliers…

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Abstract

Purpose

The purpose of this paper is to create a framework for measuring mutually created value in business relationships in the manufacturing sector, which also enables suppliers and customers to share this value between themselves.

Design/methodology/approach

The starting point is that manufacturing firms adopt a service perspective or logic for their entire business. The framework created includes a conceptual foundation for understanding the process of mutual value creation as well as theoretical basis and metrics for calculating mutually created value, joint productivity gains (JPGs) and value sharing. The framework for mutual value creation is created conceptually. The theoretical basis for the metrics used for the calculations and the development of the metrics are empirically grounded in a longitudinal case study.

Findings

By matching supplier and customer practices and thereby aligning corresponding processes, resources and competencies, suppliers can support their customers' business more effectively and thus enable the customers and also themselves to create incremental value which can be shared between the business partners. It is showed that the metrics for calculating JPGs and for sharing these gains in the form of additional value for the business partners, through a price mechanism, can be created and used.

Practical implications

Findings of the paper suggest an alternative way of creating value which is geared towards the demands of a service logic applied in business relationships. Productivity can be created jointly and not separately by the supplier and the customer, and an incremental value in the form of a JPG calculated and shared. To be able to do this, the business partners must have access to accounting data, and the customer and the supplier must be willing to open up their books and engage in mutual practice matching. This demands that a service logic is adopted for the entire manufacturing business, not separately for industrial service activities only, which is the traditional approach to studying service in manufacturing.

Originality/value

Traditionally, value is viewed as an outcome, not as a process of mutual value creation, the outcome of which can be calculated. Productivity as a joint concept and jointly created productivity gains enable firms to share the gains created through mutual value creation. In the literature so far, productivity and value creation have not been studied as mutual concepts. In addition, approaching the entire manufacturing business from a service logic point of view is also novel.

Details

Journal of Service Management, vol. 21 no. 5
Type: Research Article
ISSN: 1757-5818

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Article
Publication date: 19 November 2008

Hemant Merchant

Empirical studies of the shareholder valuation impact of firms’ international joint venture (IJV) participation have usually emphasized firm‐specific factors, but rarely…

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1015

Abstract

Empirical studies of the shareholder valuation impact of firms’ international joint venture (IJV) participation have usually emphasized firm‐specific factors, but rarely extended their analysis to location‐specific factors. This is a crucial omission because the two sets of factors are interconnected vis‐a‐vis their influence on firms’ performance. Yet, previous work has neither identified how the two sets of factors complement each other nor investigated the effect of these complementarities on the shareholder value of firms who enter into IJVs. This study attempts to fill these gaps. It develops a typology of IJVs and then performs cluster analysis on a sample of 241 equity IJVs. Results indicate eight clusters in the data, including three clusters with positive shareholder value. In deriving support for its six hypotheses, the study highlights both value‐creating and value‐neutral configurations of firm‐ and location‐specific variables.

Details

Multinational Business Review, vol. 16 no. 3
Type: Research Article
ISSN: 1525-383X

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Article
Publication date: 9 October 2020

Andrei Bonamigo, Brenda Dettmann, Camila Guimarães Frech and Steffan Macali Werner

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

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Research limitations/implications

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.

Practical implications

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.

Originality/value

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

Details

Journal of Service Theory and Practice, vol. 30 no. 6
Type: Research Article
ISSN: 2055-6225

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Article
Publication date: 1 August 2001

Pauliina Hirvonen and Nina Helander

Studies customer relationships in professional services. A framework is proposed for managing professional service relationships in a way that creates value for both…

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1559

Abstract

Studies customer relationships in professional services. A framework is proposed for managing professional service relationships in a way that creates value for both parties of the relationship. Furthermore, through the framework the marketer is able to discover also those customer needs that the customer itself is not even aware of. The framework and the benefits of joint value creation are illustrated through a case study of an organisation providing learning and personnel development services.

Details

The TQM Magazine, vol. 13 no. 4
Type: Research Article
ISSN: 0954-478X

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Book part
Publication date: 26 August 2014

Rahul Kapoor

The study considers the interdependencies between complementors in the business ecosystem and explores the nature of collaborative interactions between them. It sheds…

Abstract

The study considers the interdependencies between complementors in the business ecosystem and explores the nature of collaborative interactions between them. It sheds light on the organizational and the strategic contexts in which such interactions take place, and shows how they may influence the pattern and the benefits of collaboration. The evidence presented is based on fieldwork followed by a detailed survey instrument administered to firms in the semiconductor industry. The findings, while reinforcing the shift in the locus of value creation from focal firms to collaborative business ecosystems characterized by information sharing and joint action among complementors, illustrate the organizational and the competitive challenges that firms face in their pursuit of joint value creation.

Details

Collaboration and Competition in Business Ecosystems
Type: Book
ISBN: 978-1-78190-826-6

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Book part
Publication date: 1 April 2003

Ranjay Gulati and Lihua Olivia Wang

This chapter examines the factors that may influence the total value created in a joint venture (JV) and also the relative value appropriated by each partner in the…

Abstract

This chapter examines the factors that may influence the total value created in a joint venture (JV) and also the relative value appropriated by each partner in the venture. We look at the effects of both partners’ embeddedness in prior networks of relationships and the asymmetry of business relatedness of two partners with the JV on these two important outcomes. Results of an event study of stock market reaction to JV announcements by the largest U.S. firms during 1987–1996 suggest that both network embeddedness of partners and the asymmetry of business relatedness of two firms with the JV affect the total value creation of all partners but not the relative value appropriation between the partners.

Details

The Governance of Relations in Markets and Organizations
Type: Book
ISBN: 978-1-84950-202-3

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Article
Publication date: 4 September 2017

Eduardo Luiz Braun, Giancarlo Medeiros Pereira, Miguel Afonso Sellitto and Miriam Borchardt

The purpose of this paper is to analyze a contract-based relationship for value co-creation and gain-sharing between two companies for the purpose of industrial…

Abstract

Purpose

The purpose of this paper is to analyze a contract-based relationship for value co-creation and gain-sharing between two companies for the purpose of industrial maintenance services. After five years of good results for both parties, the relationship was terminated, thus raising questions regarding on the actual gains shared by both partners from joint actions.

Design/methodology/approach

The research method is the longitudinal case study. The research question is: why would a contractual relationship of co-creation of value be terminated given the fact that it yielded good financial results for both parts over the course of five years? The main research techniques were structured interviews with relevant actors and documental analysis from both parts involved in the contract.

Findings

Even valuable contracts can be terminated if the external scenario changes significantly: it matters very little the good job done together if the result became poor due to external reasons, as buyer’s sales drop in the period. In the inner scenario, mistruth can arise if the buyer maintains parallel structures for performing similar tasks to those of the service provider, showing some kind of independence from the supplier.

Research limitations/implications

The main limitation is that inherent to case studies: the lack of generalization.

Practical implications

When companies decide to contract regular long-term maintenance services, preventions to revenue reductions of the main activity the must be present, for the continuity of the contract.

Originality/value

To the date of this research, no similar study was found, regarding the influence of the external results in the internal relationships in co-creation value contracts.

Details

Business Process Management Journal, vol. 23 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

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Book part
Publication date: 11 November 2014

Hemant Merchant

This study empirically identifies three strategies for creating shareholder value for firms who venture into Emerging markets (EMs) in search of corporate growth and profitability.

Abstract

Purpose

This study empirically identifies three strategies for creating shareholder value for firms who venture into Emerging markets (EMs) in search of corporate growth and profitability.

Methodology

To uncover these value creating strategies, we apply Cluster analysis techniques, analysis of variance as well as survey several qualitative case-studies of firms who have entered EMs worldwide.

Findings

Our findings demonstrate how firms can – and do – tap into the potential that EMs offer, despite the inherent riskiness of these markets and/or constraints on corporate resources. Statistically, no single shareholder value creating strategy is more (or less) remunerative than other strategies. Many equally profitable trajectories coexist vis-à-vis corporate growth in EMs.

Research limitations/implications

Our findings are based on stock-markets’ expectations of firm performance; these expectations may not correspond to the actual future firm performance.

Practical implications

The principles we have isolated have a broad appeal because they identify variety of paths that facilitate shareholder value creation via participation in EMs. We expose the inner workings of these trajectories and illustrate particular firm-specific and location-specific combinations associated with profitable EM ventures.

Originality/value

This study seriously challenges the conventional view that value creation is a function of singular positive influences. On the contrary, this study establishes that value creation is multi-dimensional and submits that a more refined way to augment performance is to develop an ability to combine relevant firm-specific and location-specific factors so that they can, if needed, offset the impositions of each other.

Details

Emerging Market Firms in the Global Economy
Type: Book
ISBN: 978-1-78441-066-7

Keywords

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