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Scholars have affirmed that a conceptualization of value co-creation in business relationships should reflect the nature and characteristics of interactional processes that occur in use. The advent of sales and marketing technologies, however, is changing the nature and dynamics of interactions. New trends in digitalization have played a significant role in emphasizing and facilitating the occurrence of business-to- business (B2B) collaborative or sharing economy. The B2B sharing economy and value co-creation are closely intertwined, as businesses harness the power of shared resources and collaboration to generate value in diverse ways. This study highlights the importance of going beyond value co-creation in studying B2B collaborative economy, unpacking the interconnected value processes that influence value co-creation. It also aims at showing the activities that characterize multiple joint value spheres among actors.

The study consists of 49 qualitative interviews with managers operating in different industries.

The paper shows that when considering digital B2B contexts, five joint value spheres in business relationships should be considered: a value co-creation, a value appropriation, a value communication, a value measurement and a value representation sphere. Each one is characterized by specific activities that are relevant from a managerial point of view.

This study highlights that value co-creation has often been over stressed when discussing business interactions, also with the advent of new technologies. Rather, this study offers a more comprehensive view of value co-creation that includes different value processes occurring in joint value spheres. These further processes are relevant because failure and success in business relationships within the B2B sharing economy are often dependent from activities outside the value co-creation process, which strongly affect it. Such knowledge will also open up new research venues and opportunities to better contribute to the practice of value management in business relationships.

Understanding how firms manage multiple stakeholders is an academic and business call. This paper aims to describe a firm’s processes to implement a stakeholder value creation system, defined as the firm’s processes to create appropriate value with multiple stakeholders.

The authors based their investigation on a conceptual framework extracted from a previous literature review. From there, the authors conducted qualitative empirical research designed as a multiple-case study. In-depth interviews with 47 people from 11 different firms are the key source of this study.

This paper proposes a framework demonstrating how a firm can implement a stakeholder value creation system. Results pointed to three processes: value creation, distribution and capture. Value distribution mechanisms are drivers for both value creation and capture processes. The system is a set of multiple flow relationships between the firm and its stakeholders.

This research is limited to the Brazilian context.

The stakeholder value creation system is composed of seven elements: walk-the-talk organizational behavior, stakeholder business model, societal non-attended need, stakeholder preference matrix, stakeholder bargaining power, retention of rents and governance mechanism. Managers may design their firm’s unique processes using these elements as drivers.

The present investigation demonstrates that societal issues matter for firms to formulate strategies that positively impact their economic, social and environmental results.

The authors investigated competitive strategy concepts of value creation and appropriation from a combination of resource-based and stakeholder theories and a system perspective. The framework of this study consolidated both theories’ ideas from a complementary perspective. The authors suggest managers and academics should adopt the power of the “AND” position instead of the “OR” trade-off position.

Automotive industry is one of the most important industries in the economy of countries due to its extensive relationship with other industries; high production and employment rate play a significant role in the sustainable development of countries. Therefore, the improvement of value creation integration strategies in this industry is very important because it is related to the level of economic sustainability of countries. The purpose of this study is to analyze the integration matrix of the creating sustainable value process in the automotive industry.

This research is a development/mixed methodology that aims to symmetrically combine the relationship between the components of sustainable value creation integration through Mick Mac matrix analysis to identify the most effective drivers of the research subject in the Iranian automotive industry. Therefore, in this study, first, in the qualitative part, meta-synthesis analysis and Delphi analysis were used to identify the thematic components of the integration of the process of creating sustainable value and to determine the theoretical adequacy of the components. Then, in a small part, an attempt was made to explain the approved components, based on the symmetric matrix analysis in the Mic Mac diagram, in the automotive industry to determine a more stimulus for integrating the sustainable value creation process, with the participation of 16 automotive executives.

Based on the results in the qualitative section, 8 thematic components were identified to evaluate the integration of the sustainable value creation process, and after Delphi approval, these components were approved in terms of theoretical adequacy. The results in the quantitative part based on matrix analysis showed that the most motivating component in integrating the process of creating sustainable value in the automotive industry is the development of innovative ideas. To create integration in creating sustainable value, it is necessary to create a positive impact of creative ideas in the three components of balancing performance with the changing needs of K3 customers, the dynamics of communication with K8 suppliers, reducing the diversity of materials used in K5 production.

This paper is considered as a research that contributes to the broader research area of the automotive industry by unpacking the concept of value creation from a sustainability perspective. This is the first study to review extensively of integrating sustainable value creation process into the automotive industry. Although an area of research importance in terms of developing theoretical literature and applied basis in increasing the effectiveness of competitive strategies. But less research has examined this issue, and conducting this research and expanding it to the level of sustainability value literature can enhance its institutional and research capacities at the international level and contribute to the coordination of the development of theoretical.

The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and co-destruction. More specifically, the aim is to examine, using the resource interaction approach, how the friction between non-digital and digital resources affects the co-creation and co-destruction of value in a network during digital transformation. Based on this, the authors provide managerial implications on how to handle simultaneous digital and traditional business processes to co-create value during digital transformation.

A case study is conducted of a digital platform provider and of three traditional confectioneries. In this analysis, the authors looked at the business processes of highly traditional confectioneries that have introduced online services through a digital platform and are undergoing digital transformation.

In some industries, it is neither possible nor advisable to fully digitalise all business processes, and companies have to partially retain their traditional, analogue character to create value. The process of value co-creation during digital transformation is affected by friction between the digital and non-digital resources and is mitigated by specific lubricants (e.g. mutual reliance, smooth personal communication, willingness to help, attitude towards change). This results in the improvement of processes and capabilities in terms of digital development and traditional production. Friction may also lead to value co-destruction, for example, as the result of transformation from face-to-face to digital interactions.

The authors contribute to research on the digital transformation of highly traditional companies that need to introduce new, digital technologies and resources while continuing their traditional processes. The authors develop the concept of lubricants that mitigate the friction between resources and, therefore, facilitate value co-creation in a business network. Additionally, the authors provide managerial implications for how to handle simultaneous digital and traditional business processes during digital transformation.

Social media has significantly impacted the value creation processes within the consumer–brand relationship. This study aims to examine value formation processes within a cosmetics social media brand community and to establish the types of value formation associated with different categories of interactions within a social media brand community.

The research adopted a netnographic approach and followed the operational protocols of netnography. Conversations in one large cosmetics social media brand community were observed and downloaded for analysis over a two-month period. Examples of value-creation and formation processes were identified using netnographic interpretative procedures to develop higher-order themes.

The findings supported the creation of a “Consumer and brand value creation and co-creation framework” highlighting disparate value types within the following interactions: consumer-to-consumer; brand-to-consumer; and consumer-to-brand. The identified value types were specific to the actors (i.e. consumers and brands) involved in value formation processes. The analysis also revealed consumers’ ability to independently generate value through direct interaction with a social media brand community and the brands’ role in supporting consumers in value formation through value facilitation.

The pivotal role of disparate actors’ interactions in value formation processes is highlighted, alongside the autonomous ability to form value with the aid of resources stored and shared within the social media brand community. The network of interactions and value-creation processes contribute to a holistic understanding of the interactions in a social media brand community. Furthermore, the research explores and highlights the emerging role of social media brand communities as “value vestiges”.

The purpose of this review is to provide a conceptual framework of consumer engagement behavior in the value co-creation process of healthcare services, and further understand the current knowledge maps and advances.

Specifically, the scoping review methodology is used to synthesize the extant findings. The authors first develop the inclusion/exclusion criteria to evaluate the source material for the review; then, the authors further conduct the literature refinement to select the final data sample. As such, the authors extract and analyze the information derived from these articles.

The authors found most related studies focus on exploring patients' engagement behavior in the value co-creation process, especially those with chronic disease; the findings also reveal that consumers are most likely to engage in the value co-creation process of healthcare services by seeking or sharing health information; also, consumers engagement behavior is mainly driven by individual, interactive, and technological factors; moreover, consumer engagement in the value co-creation of healthcare services are more likely to achieve positive health and behavioral outcomes.

The role of consumers has gradually shifted from that of passive recipients to that of active participants in the healthcare value co-creation process. Consumer engagement behavior is the key premise for the realization of healthcare value co-creation, and it has received increasing attention both academically and practically. By unearthing the conceptual framework of consumer engagement behavior in the value co-creation process of healthcare services, this study provides a systematic understanding and serves as a useful resource for future research and practice.

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.

A case study with one of the most representative SLSPs in China, involving the netnographic approach and in-depth interviews, was conducted.

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.

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.

Innovation ecosystems (IEs) have attracted the attention of policymakers and researchers because of their potential to positively affect territories, creating shared value. However, due to the fragmentation of IEs, how this happens in different IEs has been explored only partially. This research aims to bridge this gap, aiming to support policymakers in understanding how to foster shared value in diverse IEs.

The paper identifies, based on the literature, two “drivers of aggregation” of IE's actors as key dimensions characterizing shared value in IEs, namely physical proximity and dominant issue. If these are combined, three archetypes emerge: Hub- and Chain-Driven, Place-Driven, Competence- and Issue-Driven IEs.Then, elements useful for understanding shared value creation in these archetypes are framed and studied in real cases.

Results reveal that aggregation drivers affect shared value creation, which differ among archetypes: in Competence- and Issue-Driven IEs alignment is challenged by the low physical proximity, which in Place-Driven IEs is high, but not enough to grant shared value; in Hub- and Chain-Driven IEs, the hub is the orchestrator, representing both a driver and a risk.

Differences in shared value creation processes relate to the set-up of the IE, which has relevant implications for policy definition. In Competence- and Issue-Driven IEs, policies at diverse levels align in funding and promoting the IE; in Place-Driven IEs, policies support anchors' development on-site; in Hub- and Chain-Driven IEs, policies, sometimes absent, should foster partnerships for projects for the territory, IE's enlargement and resilience.

This study aims to identify and categorize the barriers and motivators to value co-creation and to establish its theoretical link with the five axioms of value co-creation.

The study used a qualitative approach based on a bibliographic literature review for identifying barriers and motivators of value co-creation. Subsequently, this study grouped those barriers and motivators into three categories. It further linked those barriers and motivators with five axioms of value co-creation using the grounded theory.

Results based on the categorization of barriers show that the first category “organization and system-related barriers” is associated with Axioms 1, 2 and 5 of the service-dominant logic. The second category “customer-oriented barriers” is associated with Axioms 2, 4 and 5. The third category of barriers “social environmental and economic barriers” is related to only Axiom 3. Results based on the motivators show that the first category “organization and system-related motivators” is associated with Axioms 2 and 4. The second category of “customer-oriented motivators” is associated with Axioms 1, 2, 3 and 5. The third category of motivators “social environmental and economic motivators” is related to Axioms 3 and 5.

These results provide insights to managers for eradicating barriers from the value co-creation process by emphasizing strategic intrusion into those axioms that contain a high percentage of barriers. Similarly, it also provides insights to managers for expediting motivators of value co-creation by strategic intrusion based on the axioms that contain a high percentage of motivators. Overall, this study will serve for greater value co-creation by eradicating barriers and promoting motivators. This study also provides a theoretical foundation for future studies intended to establish a theoretical connection between the barriers and motivators with value co-creation in other industries.

This study is novel in terms of identifying barriers and motivators of value creation by categorizing those identified barriers and motivators into three sub-categories. This study is the first one for linking barriers and motivators with five axioms of value creation for a micro-level policy formulation.

This study examines the impact of customer involvement (CI), technology strategy, firm internationalization and servitization on product and service innovation performance (SIP) in hybrid offerings. In addition, it investigates the moderating role of digitization and co-creation in the relationship mentioned above.

A research framework was developed through the lens of service-dominant (S-D) logic theory, and the proposed research hypotheses were empirically tested. Primary data were collected via the survey method, and structural equation modeling was used to analyze the data.

Findings of this study suggest that the S-D logic theory effectively explains CI and servitization in hybrid offerings. Furthermore, digitization is a crucial driver of SIP. Additionally, this paper finds that co-creation moderates between servitization and innovation performance of hybrid offerings.

Besides theoretical contributions, this study presents valuable insights to manage service networks during servitization.

First, this work proposes a comprehensive framework of hybrid offerings' driving factors (i.e. CI, firm internationalization, technology strategy and servitization) and their impact on product and SIP. Second, it tests the moderating effects of digitalization and co-creation in the context of hybrid offerings.