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1 – 10 of over 28000Alison 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 joint…
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.
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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 service…
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.
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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 and…
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.
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Empirical studies of the shareholder valuation impact of firms’ international joint venture (IJV) participation have usually emphasized firm‐specific factors, but rarely extended…
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.
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Haoyu Liu and Kim Hua Tan
The Sports Live Streaming Platforms (SLSPs) have taken centre stage in broadcasting sporting events. This study adopts the value creation sphere (VCS) model and the service…
Abstract
Purpose
The Sports Live Streaming Platforms (SLSPs) have taken centre stage in broadcasting sporting events. This study adopts the value creation sphere (VCS) model and the service dominant logic (SDL) to unpack the value co-creation process on SLSPs.
Design/methodology/approach
A case study with one of the most representative SLSPs in China, involving the netnographic approach and in-depth interviews, was conducted.
Findings
This study redefines the value co-creation spheres in the context of SLSPs and identifies four actors who contribute to viewers' value perceptions. The findings show that viewers' values can be co-created individually and collectively with other actors in both the customer sphere and the joint sphere.
Originality/value
This study extends the theoretical boundary of value co-creation into the context of SLSPs. The study findings help SLSPs managers and decision makers understand the value co-creation process to gain competitive advantages and enhance the sustainability of their services.
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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 parties of…
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.
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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.
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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 maintenance…
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.
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Mara Olekalns and Philip L. Smith
Using a simulated employment negotiation, this experiment examined the relationship between dyad composition, negotiation strategies and levels of joint gain. Three dyad types…
Abstract
Using a simulated employment negotiation, this experiment examined the relationship between dyad composition, negotiation strategies and levels of joint gain. Three dyad types were created on the basis of social value orientation, proself, prosocial and mixed. A log linear analysis showed that dyads were differentiated on the basis of the strategies associated with high joint gain. We identified a generic path to high joint gain in which all dyads increased priority information and decreased contention. Overlaid on this path, we identified dyad‐specific strategies and strategy sequences associated with high joint gain. Cooperative reciprocity was critical to high joint gain only in prosocial dyads. When dyads contained at least one prosocial negotiator, process management played an important role in determining the level of joint gain. When dyads contained at least one proself negotiator, the sequences associated with high joint gain functioned to divide resources.
Christine Falkenreck and Ralf Wagner
Until today, scholars claim that the phenomenon of “co-creation” of value in an “interacted” economy and in the context of positive actor-to-actor relationships has not been…
Abstract
Purpose
Until today, scholars claim that the phenomenon of “co-creation” of value in an “interacted” economy and in the context of positive actor-to-actor relationships has not been adequately explored. This study aims to first to identify and separate the accessible values of internet of things (IoT)-based business models for business-to-business (B2B) and business-to-government (B2G) customer groups. It quantifies the drivers to successfully implement disruptive business models.
Design/methodology/approach
Data were gathered from 292 customers in Western Europe. The conceptual framework was tested using partial least square structural equation modeling.
Findings
Managing disruptions in the digital age is closely related to the fact that the existing trust in buyer-seller relationships is not enough to accept IoT projects. A company’s digitalization capabilities, satisfaction with the existing relationship and trust in the IoT credibility of the manufacturer drives the perceived value of IoT-based business models in B2B settings. Contrastingly, in B2G settings, money is less important.
Research limitations/implications
Research refers to one business field, the data set is of European origin only. Findings indicate that the drivers to engage in IoT-related projects differ significantly between the customer groups and therefore require different marketing management strategies. Saving time today is more important to B2G buyers than saving money.
Practical implications
The disparate nature of B2B and B2G buyers indicates that market segmentation and targeted marketing must be considered before joint-venturing in IoT business models. To joint venture supply chain partners co-creating value in the context of IoT-related business models, relationship management should be focused with buyers on the same footing, as active players and co-developers of a personalized experience in digital service projects.
Originality/value
Diverging from established studies focusing on the relationship within a network of actors, this study defines disruptive business models and identifies its drivers in B2B and B2G relationships. This study proposes joint venturing with B2B and B2G customers to overcome the perceived risk of these IoT-related business models. Including customers in platforms and networks may lead to the co-creation of value in joint IoT projects.
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