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The purpose of this paper is to identify antecedents and consequences of customers’ value co-creation behaviour (VCB). VCB as a means to facilitate value realisation processes is gaining importance in service research and practice. Encouraging such enactments can be challenging, but can also offer competitive advantages.

We empirically investigate a conceptual model by converging three contemporary concepts of co-creation research – embeddedness, VCB and value-in-context – and examining the interdependencies between them. Data were collected in an online forum of a leading international weight-management firm.

Results suggest that customers’ embeddedness is a key antecedent of customers’ VCB in a service system. The three embeddedness dimensions – structural, relational and cultural – have a differential impact on customers’ VCB. Furthermore, findings illustrate that customers’ VCB has a significant impact on their object-oriented, self-oriented and brand-oriented social value-in-context outcomes.

This study contributes by empirically investigating and validating antecedents and consequences of VCB in a service system. In doing so, the study highlights the significance of the nature of customer’s social constellations to develop contexts where value outcomes are actualised. Understanding the factors that shape VCB offers insights for firms to recognise how and where value propositions can be deployed that drives on-going co-creation processes.

This study is the first empirical research to offer insights into important pre-conditions and subsequent outcomes concurrently to illustrate how customers’ VCB can be managed and nurtured for sustainable value co-creation processes within service systems. This research further advances mid-range theorizing and microfoundational perspectives in marketing.

The purpose of this study is to deepen the understanding of consumers value collaboration with a service provider, specifically, how consumer self-determination affects value co-creation outcomes.

Self-determination theory (SDT) need-based motivational factors were operationalized in co-creation as commitment to resources (autonomy), feedback (competence) and collectives (relatedness). A between–within factorial experimental design (3 × 2 × 4) was conducted using online scenarios depicting value co-creation in a destination resort setting. Respondents were randomly and equally assigned to strong and weak SDT factor conditions. Next, they were exposed to scenarios depicting four types of value co-creation: co-innovation, co-creation of marketing, co-creation of experience and co-recovery, followed by an assessment of their co-created value (CCV), well-being, satisfaction and service advantage perceptions.

Results revealed that overall strong SDT conditions produce better outcomes. Consumers’ relatedness showed the strongest difference between strong and weak SDT conditions on the CCV dimensions. Further analysis revealed that autonomy and relatedness are crucial for collaboration. CCV meaningfulness is central for customers to improve their well-being, satisfaction and competitive advantage perceptions through co-creation.

The study contributes to a line of research on successful voluntary value co-creation processes between consumers and a company. The integration of service-dominant logic (SDL), axiology of value (AOV) and SDT, uniquely operationalized as commitment to resources as autonomy, feedback as competence and co-creation collective as relatedness offers a better understanding of how customers appraise the dimensions of CCV and outcomes of well-being, satisfaction and competitive advantage.

The purpose of this study is to explore how value creation and transformative service research (TSR) are interconnected at the base of the pyramid (BoP). To do so, the study seeks consumers’ perceptions of changes in well-being from value creation and the means by which these changes become transformative.

A qualitative, longitudinal design was used, involving a community education project in Indonesia. Data collection consisted of interviews with Etawa goat farmers and village leaders after one year (n = 21), and a further three years (n = 10).

Findings from the study are used to advance a model for value creation and TSR at the BoP, which identifies three critical change periods within consumers. These periods suggest that creating improvements in well-being of consumers requires their initial recognition of value outcomes, realisation of agency and a new vision for the future.

Research in other contexts is warranted to confirm the model, to further explore well-being from service at the BoP and to identify issues that diminish consumers’ confidence and stall transformation. Methodological challenges at the BoP also present avenues for insightful work.

Transformative service at BoP requires an emphasis on suitable structures, collaborative processes and management skills to facilitate consumers gaining agency and control, so that they can use their new and existing resources effectively and/or differently.

Participants highlighted positive changes to well-being at both individual and collective levels. Notably, some changes were not directly related to initial service provision but reflected improvements, such as employment for women, and better hygiene, health and education of families.

By exploring the interconnection between transformative service and value creation, this study addresses the issue of when value creation becomes transformative and vital for poverty alleviation at the BoP. The proposed model incorporates TSR, service logic and other literature, illustrates a process moving from value determination to value expansion and highlights three critical intrasubjective change periods within actors.

The purpose of this paper is to conduct empirical investigation of value co-creation phenomena in IT services outsourcing. This survey based research enabled to identify antecedents of value co-creation and their impact on value outcomes.

This empirical study identifies 25 drivers of value co-creation in IT outsourcing services. These drivers were identified from reported literature and by studying IT project reports. The data were collected from client and supplier organizations followed by verification of the drivers (using PCA and CFA methodologies) that contribute significantly to value co-creation in the IT services outsourcing domain. Furthermore, using SEM and linear regression, the authors have verified the strength of their relationships with value co-creation.

This research is subjected to exploratory factor analysis, which resulted in six antecedents of value co-creation in IT services outsourcing. These antecedents include alliance relationship, strategic intent, service actualization, intrapreneurship, collective capabilities, and resource management. The alliance relationship, strategic intent, service actualization, and intrapreneurship are found to be significant for value co-creation. While collective capabilities as a standalone was not significant, the relationship of collective capabilities to value co-creation has achieved significance under the influence of alliance relationship, strategic intent, and other antecedents – when tested and hypothesized through the SEM path model.

The research has the following limitations. The antecedents identified are contextual. The potential illustrative, but not exhaustive reasons, for the change of the context may be due to contract duration, age of the project, relationship maturity, expected value outcome from both the parties, etc. The drivers identified in this research are applicable only to IT services (IT and ITES outsourcing). They cannot be generalized to other B2B outsourcing relationship. The authors propose the conducting of separate research to identify the priorities of these antecedents for different types of outsourcing as well different types of value outcomes.

This study has added to the knowledge on value co-creation in IT services outsourcing relationships through empirical modeling. From the perspective practitioners of IT industry, this work brings rich information of what are the drivers to value co-creation and their significance on value outcomes in IT services outsourcing. It can provide guidelines to both clients and service providers of similar industry to assess their current practices for value co-creation and re-prioritize their activities and budgets based on the significance of value based benefits. Moreover, practitioners in the IT services industry can use these value drivers and understand the antecedents for value co-creation. As this work is from a dual perspective, both clients and suppliers can assess the applicability of these drivers and antecedents and adopt them to realize mutual value.

In the past, researchers have focussed on value after it was created and shared among the respective relationship partners, and very few emphasized the need for proactive identification of the antecedents of value co-creation. Researchers have emphasized on the need for an empirical approach, because most of the published studies are theoretical and conceptual in nature. Hence, the significant contribution of this empirical study is to validate the value co-creation drivers identified from literature and qualitative study (case studies) with IT industry practitioners (no. 256) across the globe and the relevance of antecedents to B2B IT services outsourcing body of knowledge.

Customer participation in the creation of offerings has become a key focus in marketing literature. This paper synthesizes extant research on the topic to enhance understanding of the conceptualization and value outcomes of customer participation in the creation of offerings.

The study is based on an extensive, systematic literature review covering 163 articles on customer participation published over the last four decades. Selected publications were analyzed according to the topics studied, study context, research approach, and findings.

The review demonstrates how the conceptualization of customer participation has evolved in terms of the nature and range of customer contributions, their temporal scope, and the outcomes considered. It also synthesizes the hypothesized and empirically scrutinized value outcomes of customer participation for both sellers and customers.

The review reveals important gaps in the existing knowledge on customer participation, and identifies relevant areas for future research. The literature review may have missed some relevant papers that use different terminologies.

Managers should consider the strategic significance of customer participation in their businesses, promote the potential benefits to their customers, and institute necessary changes in their organization to facilitate participation.

This paper provides a structured overview of the empirical and conceptual research addressing customer participation and brings forth evidences regarding its value outcomes, thereby contributing to extant knowledge on value creation.

This study aims to elucidate the value creation process within a culturally diversified museum (CDM), which aims to achieve social inclusion, i.e. bridging the social divide between mainstream and minority communities, through the integration of CDM’s and visitors’ resources. Using service logic (SL) theory as the theoretical lens, we aim to unveil the CDM’s unique service provider and customer (visitor) resources, the corresponding resource integration process that explains value co-creation and co-destruction and the resultant value outcomes for social inclusion.

A case study of an Australian CDM is used, involving various qualitative data sources, including depth interviews, focus groups, visitor book content analysis, on-site observation and participation in the CDM’s events and forums.

The findings provide insights into the unique CDM and visitor resources that are integrated to achieve value outcomes that foster social inclusion. However, the results suggest that alongside value co-creation, co-destruction can unfold, causing a (mis)alignment with the aim of the CDM to bridge the social divide between mainstream and minority communities.

This study’s findings offer salient implications for CDMs and similar service providers that enables social inclusion and policymakers.

This study contributes to the service domain by highlighting the importance of the alignment between provider and customer resources to co-create value within a culturally diversified context. That is, CDMs can learn from the misalignment of their resources and those of their visitors to improve their resource offerings and achieve greater social inclusion outcomes in the future.

By combining consumer culture theory and service dominant logic, this study proposes that value might be understood as value-in-acquisition, such that value outcomes result from the acquisition process in which broader social forces shape the exchange process.

This study addresses low-income consumers, for whom societal arrangements strongly determine service interactions. Qualitative interviews reveal service value processes and outcomes for low-income consumers during acquisition processes.

For low-income consumers, inclusion, status, resource access and emotional relief represent key value outcomes. Important value processes shape those value outcomes, reflecting broader societal arrangements at macro, meso and micro levels. Marketing constitutes an institutional arrangement that establishes an empowered “consumer” role. Value processes are hindered if consumers sense that their agency in this role is diminished, because marketing interactions give precedence to other social roles.

Marketing should be studied as an institutional arrangement that shapes value creation processes during acquisition. Micro-level value processes have important implications for service quality and service value. Value outcomes thus might be designed in the acquisition process, not just for the offering.

The acquisition process for any good or service should be designed with its own value proposition, separate to the core product or service. Careful design of value processes during acquisition could mitigate conflict between social roles and those of consumption.

There is value in the acquisition process, independent of the value embedded in the goods and services.

The purpose is to investigate the impact of the value co-creation behaviour of parents on a set of education service outcomes, including perceived school reputation, parent satisfaction and teacher competence.

An online survey of 932 parents of primary and secondary school children was conducted. Canonical correlation analysis (general linear model) was used to test the impact of parental involvement in value co-creation behaviour on education service outcomes.

Value co-creation behaviour has a positive impact on education service outcomes, but the impact differs depending on the type of behaviour. Parent citizenship behaviour positively affects satisfaction, school reputation and perceived teacher competence. However, parent participation behaviour positively affects satisfaction with the school and perceived teacher competence.

The study used self-reported data from parents, which may be biased and subject to errors. Future research could use more objective measures such as administrative records or teacher reports. The study's results are limited to one country, highlighting the need for further research in multiple countries.

The study's findings have implications for education service providers in terms of the importance of supporting parental involvement in their child's school life via value co-creation behaviour.

The study contributes to the service dominant logic, value co-creation theory and educational marketing literature by providing the detailed empirical evidences of parents' value co-creation outcomes in the context of the primary and secondary schools.

Many changes that call for concerted social action were observed in society and business performance during the coronavirus 2019 (COVID-19) outbreak. The impact of digitization and customer participation was evident in providing medical guidelines, updates on government initiatives, education or the supply of essential services during lockdown in many countries. However, there were aberrations. The purpose of this study is to explore some consumers and firms' being better equipped for service co-creation than others, specifically during a pandemic; the different degrees of service co-creation and the possible outcomes of customer participation in the service context.

Qualitative study with 35 in-depth interviews of supply- and demand-side actors, with coding and analysis of interview transcripts was conducted.

The authors identify two levels of service co-creation: (1) service co-development and (2) service co-evaluation that are affected by customer capabilities and firm/institutional barriers. The outcome of service co-creation lies in the social, economic and experiential values thus created. A pandemic strengthens the effect of antecedents (customer capabilities and firm capabilities) on the co-creation process.

Managers can refer to the findings to manage customer engagements and co-creations effectively, especially during a pandemic.

The impact of the pandemic on the service co-creation process in an emerging market, and the antecedents (firm- and customer-side) and consequences (mutual value outcomes) of service co-creation and actor participation are explored.

The purpose of this paper is to explore the concept of value co-creation in complex value networks with many actors. Electronic health records (EHRs) are innovations that warrant deep study to properly introduce such a complex system.

The paper describes a qualitative study based on Grounded Theory to understand value co-creation from multiple actors’ perspectives in a National EHR Service Project: the Portuguese Health Data Platform.

Study results enabled further development of the value co-creation concept in complex environments with multiple actors. More specifically they allowed: operationalizing the value co-creation concept by identifying its factors and outcomes, understanding how value co-creation factors and outcomes are interconnected, and understanding of how value co-creation for each actor depends on his/her own actions and the actions of other actors, in a complex set of interactions and interdependencies.

The findings have implications for service managers seeking to understand how actors participating in the network integrate resources and interact to co-create value. The study highlights the need for designing and managing services to co-create value, not only by enabling dyadic interactions between the customer and the service provider, but also by supporting and enabling value co-creation interactions among different actors in the network.

This study responds to the need for empirical research on value co-creation in many-to-many contexts and for operationalizing the value co-creation concept.