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• Appreciate the scope and pervasiveness of fake reviews in retailing

• Recognise the causes of fake reviews in retailing

• Understand consumer responses to fake reviews in retail

• Understand how retailers can and should manage fake reviews

• Understand better the expected future of retail with fake reviews

Appreciate the scope and pervasiveness of fake reviews in retailing

Recognise the causes of fake reviews in retailing

Understand consumer responses to fake reviews in retail

Understand how retailers can and should manage fake reviews

Understand better the expected future of retail with fake reviews

The “sharing economy” has blurred the lines between personal and commercial operations for many sectors of the economy. A convergence has occurred between hotel companies and home sharing platforms, as Airbnb is investing in brick-and-mortar hotels, and conversely hotel companies are investing in home sharing platforms as each of the sectors tends to mimic the other. Important aspects for the hosts of Airbnb are the quality of social interaction between guest and host and the level of authenticity of social exchanges provided by interactions with locals. There is both a quantitative and qualitative demonstration of professionalization within Airbnb's organization. The aim of this research is twofold: to measure to what extent guests are aware of the professional level of the host and to evaluate the importance of these professional aspects at the different moment of the vacation process (booking, stay, and post experience).

• Connecting with customers at the organizational frontline is not only a matter of transaction but is also a matter of emotional connection

• Customers interact with retailers to seek social contact in order to recover their affective and cognitive balance

• Chatbots are well suited to resolve simple problems; they keep social interactions simple, and they provide cognitive clarity and personalized answers without engaging customers in socioaffective interactions

• Chatbots must develop the ability to read customers' emotions in order to identify the exact point at which the conversation must be managed by a human agent

Connecting with customers at the organizational frontline is not only a matter of transaction but is also a matter of emotional connection

Customers interact with retailers to seek social contact in order to recover their affective and cognitive balance

Chatbots are well suited to resolve simple problems; they keep social interactions simple, and they provide cognitive clarity and personalized answers without engaging customers in socioaffective interactions

Chatbots must develop the ability to read customers' emotions in order to identify the exact point at which the conversation must be managed by a human agent

The chapter aims to investigate the role and the impact of social media in influencing and shaping (new) tourism experiences.

A service dominant logic and co-creation approach and concepts was adopted for examining how the social media can influence interactions and participation that represent two major sources of tourism experiences.

The chapter provides several arguments showing how social media-enabled interactions and participation can facilitate, foster, and expand the experience co-creation process by altering: when, how, why, what, by whom, and how tourism experiences are co-created.

The chapter develops and argues a theoretical framework that needs to be further validated, refined, and expanded in various contexts.

The chapter provides several examples showing the practical implications on how tourists and tourism firms use the social media for enriching their interactions and participation in the co-creation of tourism experiences.

The chapter also illustrates how the social interactions supported and fostered by the social media can be used for influencing, shaping and promoting specific tourism experiences (i.e., sustainable tourism behavior, socially responsible tourism development).

Past research on technology enhanced tourism experiences has adopted a phenomenological approach to explaining experience creation. The chapter expands this literature by advocating the individualized and the socially co-constructed nature of tourism experiences as well as by adopting an intersubjective approach for explaining how the social media enable an iterative process among the tourists’ and their social context that in turn is responsible for the continuous formation of tourism experiences.

As the consumer-centric approach is evolving in the 21st century, especially in the post-COVID-19 era, people seek unique experiences. Adopting co-creation in promoting a destination implies involving tourists, stakeholders and organisers in creating value for a product or service. The innovative strategy of co-creating experiences encourages tourists' engagement, leading to destination promotion. Some notable examples of co-creation in tourism are gastronomic tours, virtual tours and travel guides. This chapter aims at the significance of co-creating experiences at events that lead to destination promotion. Co-creation of experiences at events brings the spotlight from the stage to the audience and is considered the future of the experience economy. The study presents a case study of Jal Mahotsav in Madhya Pradesh, India. The study highlights the multi-stakeholder approach adopted by the authorities to co-create the event experience.

Performance management is the ‘Achilles heel’ of many reforms and public management practices and requires changes. Governance in general and co-production in particular impose an organizational setting which requires rethinking performance management, which is still conceptually embedded in New Public Management paradigm. This chapter builds on the latest co-production framework and service-dominant logic and outlines new challenges for rethinking performance measurement and management. It also discusses how public service design (PSD) may interact with them. As a result the need to shift between performance control loops has been emphasized, suggesting that service design may significantly support internal ex-nunc performance management. Although it should be facilitated in addressing some of the performance challenges, an outline of a framework for appropriate method has also been proposed.

Purpose – The aim of this chapter is to investigate how a focal market actor may design or redesign business models for improved value co-creation.

Findings – We posit that value is co-created in use as actors integrate resources in practices, which makes practices a fundamental unit of value creation. Greater density of resources, relevant to a specific practice and to the goals or mission of the actor, corresponds to greater value. The role of a provider is to support other actors in their value-creation processes by providing resources that ‘fit’ into their practices.

We identify 12 categories of business model design elements that need to be defined and developed in parallel. We conclude that a focal actor needs to strive for both intra-actor and inter-actor (meso-level) configurational fit of business model elements in order to enable purposeful co-creation in specific practices.

Finally, we propose that meso-level configurations develop in a three-phase process of origination, mobilization and stabilization. A focal actor wishing to improve co-creation in a network needs to develop value propositions not only for customers but also for other actor domains. Overall, the performative power of a market actor is dependent on its network position, the relative strength of its business model and the actor's ability to author compelling meanings.

Originality – The research contributes to the discussion on value co-creation by identifying three shifts in the unit of analysis: (1) we argue that use-value is co-created as actors integrate resources in practices, rendering practices a fundamental unit of analysis, (2) as practices are outcomes of business models, we identified business model design as a key unit of analysis for the improvement of value co-creation and (3) our view on business models is network-centric and we focus on how to introduce new business model elements in a specific actor network.

Practical implications – The realization of the fact that value creation occurs in networks of interdependent actors pinpoints the need for increased transparency both between functional silos and between actors. The business model framework identifies 12 design elements, which can act as a ‘checklist’ for managers wanting to engage in co-creative business models.