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This chapter explores the nature of the cultural context that frames value creation and provides insight to the way in which value is collaboratively created, or co-created, in markets.

We develop a conceptual framework and research propositions for studying the co-creation of value-in-cultural-context through the intersection of consumer culture theory (CCT) and service-dominant (S-D) logic and the integration of a practice-theoretic approach for value co-creation.

The integration of CCT, S-D logic, and practice theory provides a conceptual framework for studying the co-creation of value among multiple stakeholders and the (re)formation of markets.

Drawing on this framework, marketers can contribute to the co-creation of new markets by influencing changes in cultural contexts – practices, norms, meanings, and resources – that frame value co-creation and exchange.

This chapter explores the integration of CCT and S-D logic by focusing on value co-creation and applying a practice approach to further weave together these distinct research areas. In addition, the proposed framework elaborates the conceptualization of value-in-context to consider the cultural context that influences and is influenced by the co-creation of value.

Purpose – The aim is to introduce a sociological perspective on resource integration and value co-creation into service research using a service systems approach.

Methodology/approach – Conceptual and a case study of the service system a Telecom Equipment and Service Provider is embedded in is reported.

Findings – The service practice of the service system is framed by social structures of signification, legitimation, and domination. However, the practice is also independent of the structures since it is embedded in and shapes the structural realm.

Research implications and limitations – Drawing on structuration and practice theory, the chapter offers a new framework describing how social and service structures and practices can inform and reveal mechanisms of service system dynamics. Based on the framework, three propositions are developed focusing on the mechanisms of resource integration and value co-creation. The implications need to be generalized in future research by studying other empirical contexts.

Practical implications – The chapter provides some tentative guidelines on how organizations can design service systems that enable and support customers and other actors in their resource integration and value co-creation processes by paying attention to social structures and forces and not only resources as such.

Originality – The chapter explicates how social structures have implications for value co-creation and resource integration in service system. It makes systematic use of structuration and practice theory to understand the social dimensions of service systems. A distinction between intended and realized resource integration is made.

The aim of this paper is to gain insights from a case study into how gamified loyalty programs enable and facilitate value co-creation and what underlying purpose organizations pursue when engaging with members in such a program.

A multimethod approach is deployed consisting of an observational and an explorative study. The authors collaborate with adidas, one of the leading (sports) retailers in the world. A five-month netnographic study is conducted on the adiClub, the online loyalty program of adidas. Based on the findings of this first study, semi-structured in-depth interviews were conducted in a second study with adidas managers from diverse backgrounds currently involved in projects and day-to-day work related to the adiClub. The exclusive interview data provide further insights and help interpret and validate the netnographic observations.

Most value co-creation studies on engagement platforms in marketing relate to social media, physical events or online forums. Based on the multimethod approach of this study, existing research is extended on how online loyalty programs enable and facilitate value co-creation. Furthermore, the authors identify the organizational purpose behind engaging in value co-creation practices along the social, economic and ecological dimensions.

This case study offers implications for organizations on how online loyalty programs enable and facilitate value co-creation through gamification. In addition, it connects the value co-creation practices with the respective purpose that organizations pursue with related activities. Hence, it further enhances the knowledge and repertoire of managers for setting up and running gamified online loyalty programs.

Increased gamification driven by the advances of digital transformation enables and facilitates value co-creation, which initiates unprecedented digital sales potential for service organizations. Research about the digital transformation of value co-creation remains scarce. The authors seek to address this research gap by focusing on value co-creating activities within online loyalty programs.

This paper studies, based on the theory of service-dominant logic, the effect of value co-creation practices (linking and materializing) on engagement dimensions (popularity, commitment and virality). The main objective is to analyze the influence of value co-creation practices on engagement at international trade shows organizer association on Twitter.

This paper studies the usage of Twitter by the Specialty Food Association, which organizes one of the top five foods and beverage international trade show in the United States. To achieve the research objective, the authors have analyzed 1,608 posts on Twitter from the Twitter account @Specialty_Food. A content analysis was performed using Krippendorff's (2004) recommendations, and the data were analyzed using regression analysis with optimal scaling and Kruskal–Wallis Test.

According to the results, some materializing practices influence popularity, commitment, virality and global engagement on Twitter. While the usage of some linking practices influences respectively commitment and popularity.

These results provide valuable information for business-to-business (B2B) contexts and answer a research gap reported in previous literature, which affirms that more research is needed about the relationship between service systems and engagement. From a general view, to generate more engagement on social media in B2B contexts, it is recommended to prioritize posts that incorporate live and online events based on collaborative and dynamic human interactions, following by business ideas and business cases.

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.

This study aims to explain the value co-creation and co-destruction practices of older adults in an online community (OC).

Adopting practice theory and service-dominant logic as a theoretical perspective, this paper examined an OC of older adults by conducting an inductive thematic analysis of the interactions of the participants in the community.

The analysis revealed older adults engage with three value co-creation plus one value co-destruction practices in the OC including, communal coping practices, happiness creation practices, social capital generation practices and disparaging practices for older adults.

Illustrated in a conceptual model, this study extends previous work evidencing OCs serve as a platform for value co-creation and value co-destruction activities in the context of older adults. Further, it suggests OCs facilitate resilience of older adults through value co-creation practices. Recognition of value co-destruction in OCs is critical as it is detrimental to the resilience of older adults. This study provides the needed foundation to advance knowledge on the use of OCs by older adults and suggests future research directions.

Identifying co-creation and co-destruction practices of older adults in OCs enables service providers (e.g. caregivers) to engage better in online value co-creation practices. Further, the findings of this study address one of the main priorities of service science to investigate the impact of value co-creation on well-being.

Despite the significant engagement of older adults in OCs, there is a lack of enough knowledge in the literature regarding value co-creation and co-destruction practices of older adults in OCs. This study addressed this gap by explaining how older adults co-create and co-destruct value in online spaces.

This paper aims to explore how unreflective and reflective value experience emerges in value co-creation and co-destruction practices in a consumer context.

This paper presents a Heideggerian phenomenological heuristic consisting of three interrelated modes of engagement, which is used for interpretive sense-making in a dynamic and lively case context of amateur-level football (soccer) played on artificial grass. Based on a qualitative study using ethnographic techniques, this study examines the whats and the hows of value experience by individuals playing football at different qualities and in varying conditions across 25 Dutch football teams.

The findings reveal three interrelated yet distinct modalities of experience in value co-creation and co-destruction presented in a continuum of triplex spaces of unreflective and reflective value experience. The first is a joyful flow of unreflective value experience in emergent and undisrupted value co-creation practice with no potential for value co-destruction. Second, a semireflective value experience caused by interruptions in value co-creation has a higher potential for value co-destruction. Third, a fully reflective value experience through a completely interrupted value co-creation practice results in high-value co-destruction.

This research contributes to the literature on the microfoundations of value experience and value creation by proposing a conceptual relationship between unreflective/reflective value experience and value co-creation and co-destruction mediated through interruptions in consumer usage situations.

This study’s novel perspective on this relationship offers practitioners a useful vantage point on understanding how enhanced value experience comes about in value co-creation practice and how this is linked to value co-destruction when interruptions occur. These insights help bolster alignment and prevent misalignment in resource integration and foster service strategies, designs and innovations to better influence consumer experience in journeys.

This study deploys an integral view of how consumer value experience manifests in value co-creation and co-destruction that offers conceptual, methodological and practical clarity.

The development of online brand communities employed by marketers to maintain consumer relationships and brand building is increasing. This study aims to explore how value co-creation practices can cultivate consumers' brand loyalty.

Using partial least squares modeling, the hypotheses testing involves the utilization of and data collection from 599 Chinese consumers who actively engage in brand communities in China.

Value co-creation practices in brand communities cultivate consumers' affective commitment and psychological brand ownership, which in turn can further contribute to consumers' brand loyalty.

By offering a more comprehensive insight into how affective commitment and psychological brand ownership act as intermediaries between value co-creation practices and consumers' brand loyalty, this research enhances the existing knowledge on value co-creation and brand management.

Drawing upon the theoretical framework of the service-dominant (S-D) logic, value co-creation and social practices, this paper aims to investigate how value is co-created among guests, hosts and the wider local community in the sharing economy context of Airbnb.

A qualitative enquiry through an online content analysis was applied to thematically analyse Airbnb online guest reviews to explore the value-co-creation practices in local tourist experiences in Jamaica.

Based on Airbnb guest and host engagements, a theoretical framework emerges, depicting integrated operant and operand resources, host–guest value co-creation practices embedded in the destination’s authentic culture and specific value outcomes.

Being grounded in the geographical and cultural context of Airbnbs in Jamaica, the findings are transferable to similar platforms of the sharing economy, tourism contexts and destinations.

Critical implications unfold for Airbnb accommodation providers, destination stakeholders and policymakers by revealing a specific set of nuanced social practices that need to occur for local authentic experiences and value to be co-created among guests, hosts and the wider local community.

The paper makes an original contribution to knowledge by being one of the first studies to apply a S-D logic lens to the Airbnb sharing economy. It breaks down resource integration, host – guest value co-creation practices and value outcomes that occur for experiences and value to emerge in an Airbnb hospitality context.

The purpose of this paper is to contribute knowledge regarding the nature of successful and unsuccessful value co-creation processes between firms and brand communities and the strategies used to address the latter.

The paper draws on a netnographic study of the online collaborative platform known as Alfisti.com, which carmaker Alfa Romeo launched to enhance co-creation with its most devoted consumers, the “Alfisti”.

The findings identify three groups of collaborative practices: interacting, identity and organizing practices. The paper details how firm and brand community members enact the elements – procedures, understandings and engagements – of collaborative practices and how the alignment of these enactments impacts value co-creation.

The paper suggests that co-creation of value succeeds when the enactment of collaborative practices aligns, i.e. when firm and brand community members enact practices in a similar way, and that co-creation fails when the enactment of practices misaligns. Firms and brand communities use three realignment strategies – compliance, interpretation and orientation – to address the misalignment and failure of co-creation. The fact that the research draws on a single qualitative case study is a limitation.

Managerial implications include using realignment strategies to manage firm-brand community co-creation.

Creating an empirical-based framework regarding successful and failing co-creation and how the latter is addressed in the context of brand community makes the paper original.