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This study aims to investigate the feasibility of integrating the social, environmental and innovation processes within the four-perspective sustainability balanced scorecard (SBSC) model by determining the extent of linkages between and within the four SBSC perspectives.

A survey collected responses from senior management and middle management of large Australian companies.

The findings support several positive significant associations. Direct associations are found between value-creating processes within the internal process perspective. These results support the feasibility of integrating environmental, social and innovation-orientated value-creating process into the internal process of the four-perspective SBSC model. The results also provide evidence about the extent to which direct or indirect associations exist between the four SBSC perspectives: first, direct association of human capital (learning and growth perspective) with value-creating processes (internal processes perspective); second, direct association of value-creating (internal processes perspective) with customer value (customer perspective); and third, direct and indirect associations of value-creating (internal processes perspective) with financial performance (FP; financial perspective).

Several limitations are acknowledged related to cross-sectional data, senior and middle managers’ perceptions and assumptions underpinning structural equation modelling.

The implications for practice from this study concern how organisational management should relate to their stakeholders while providing value in their FP.

These associations reflect the influence of stakeholders’ recognised needs on process and product innovation. These needs highlight the benefits of focusing on future-orientated environmental budgets and ongoing employee training that lead to customer value and FP.

This is an initial in-depth study of a four-perspective SBSC model that provides an effective means of integrating social, environmental and innovation processes within the traditional four SBSC perspectives.

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.

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.

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.

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.

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.

The purpose of this paper is to present a visualisation of the firm's offering from a service‐dominant logic (S‐DLogic) perspective. The case of Rolls‐Royce is presented as an avenue through which to explore an alternative view of the firm's value proposition, a visualisation informed by S‐DLogic that could aid organisations in their transition from goods‐dominant logic (G‐DLogic) to S‐DLogic.

Through integration of an operations management approach in process mapping and design and simulation with choice modelling in business‐to‐business marketing, this paper operationalises some of the key aspects of S‐DLogic, most notably focusing on the constructs of value and resources. This is explored through a single case; Rolls‐Royce which provides access to a rich source of internal and customer data.

The study finds that the S‐DLogic visualisation of the firm's value proposition in equipment‐based service consists of its contribution to 11 value‐creating activities towards value‐in‐use. The visualisation depicts both the highest possible bundle of benefits for the customer along with the resources and their costs associated with delivering those bundles. When brought together these enable the identification of the optimal bundle of value‐creating activities from both customer and firms' perspective.

This paper provides empirical evidence of the difference between a G‐DLogic and S‐DLogic view of the firm's value proposition. In doing so, extending existing literature on S‐DLogic by contributing to a methodological and empirical gap. Notably, it makes abstract concepts of S‐DLogic concrete, providing a pathway for future empirical work and begins the process of systematising a methodology in S‐DLogic.

The purpose of this paper is to investigate intellectual capital (IC) reporting, from a service-centric approach, in the hotel industry. The strategic enhancement of value-creation and sustainable competitive advantage requires both management and measurement. Sound measurement and reporting practices enable management performance to be judged; one such practice is IC disclosure. Service-dominant (S-D) logic emphasizes that intangible operant resources, the foundation of IC, are at the core of competitive advantage.

A disclosure instrument based on S-D logic and designed specifically for the hotel industry was applied to the annual reports and sustainability reports (in English) of 30 Asian hotel companies. Content analysis measured the disclosures of dynamic IC assets typically overlooked by traditional IC disclosure instruments.

The majority of IC communication concerns lower-order basic operant resources. Although more than one-third of the companies’ disclosures of IC assets relate to collaborative processes and practices that support networked value-creation, most disclosures demonstrate a prevailing firm-centric orientation. IC items regarding reciprocated relationship and informational management were minimally reported.

A single research approach was used. Future research could use other communication channels to triangulate.

The results highlight opportunities for hotel companies to better report their IC assets as part of their value-creating strategies.

This research is one of the first to operationalize S-D logic concerning IC. It provides a promising framework for understanding IC reporting in the hotel industry.

The purpose of this paper is to frame innovation as a process of co‐creation according to a practice‐based view.

The paper focuses on the innovation practices that occurred within the web contexts of ten companies. In accordance with netnography research, data include preliminary studies of the web‐based context, naturalistic observations of the community and the activities of its members, and direct interactions with the members of the innovating community.

This work proposes the integration of innovation, practice and the emerging co‐creation research. The paper develops the five “Co‐s” model including: co‐ideation, co‐valuation, co‐design, co‐test and co‐launch. Each “Co‐“ represents a phase of the innovation process resulting from dynamic and on‐going interactions among resources, actions, and a group of actors who are interrelated via a dense network. Within each “Co‐“, the authors identify practices and elements of practices.

A firm's managers should influence co‐creation opportunities by contributing to script practices. These managers should be able to consider more clearly the full options of co‐creation activities and be involved in designing and responding to co‐creation initiatives. They should also understand that each phase could provide an opportunity for collaboration that enhances the value of co‐creation. In this manner, managers could orchestrate multiple resources (e.g., actors, actions tools and output language).

This work brings innovation into the realm of practice by moving the focus from the outcome to the process –, i.e. from innovation as a new artefact to the act of innovating. In this context, innovating is the system of on‐going co‐creation practices performed by people who merge knowledge, actions, tools, languages and artefacts to create something new and better. In this view, innovators are carriers of practices.

In today's competitive markets where market offerings are far more complicated and customer interfaces are far broader than conventional marketing models assume, marketing has become increasingly tactical and lost control of the customer management process. The purpose of this paper is to develop a promise management‐based approach to marketing with the goal of regaining customer management for marketing.

The approach takes the form of a conceptual analysis

According to the promise management approach marketing is viewed as a process of enabling and making promises as well as keeping promises in order to meet expectations created by promises made. Value creation in customer processes is considered the goal for marketing. It is claimed that by taking this view marketing can once again take full responsibility for customer management.

The paper establishes a foundation for studying marketing as a process in situations where market offerings are multi‐faceted and include inputs from a range of company functions and processes. This is the case in business‐to‐business and service markets.

By adopting a promise management approach to marketing firms can broaden their understanding of marketing and make use of all aspects of customer management as part of an integrated marketing process.

The paper develops previous discussions in relationship marketing and service marketing of the promise concept and its role in marketing research into a comprehensive marketing framework.

Buyer‐seller interaction in industrial markets is a widely applied work logic, which has been thoroughly researched both empirically and theoretically. Addresses, in contrast,the interactive way of working in consumer markets, which is referred to increasingly under the heading of “customer co‐production”. Results indicate that company‐consumer interaction is becoming more frequent in a wide range of consumer industries, but in contrast to such interaction in industrial markets it generally encompasses only one or two of the value‐creating activities of design, production or consumption, and the benefits are mostly short‐term: a better fit for the consumers and the advantage of more differentiated offerings for the companies. However, the strategic benefits of learning that enhance the innovative capability of the producers and add to the competence of the users, still seem limited. One reason for this may be lack of channels for feedback, since it is the front‐line staff who interact with the consumers. Also, they lack the authority and competence for undertaking the feedback role. A growing population of advanced consumers, flexible production modes and the widespread application of information technology all help to create a potential for this logic, but in order to exploit its benefits to the full, more knowledge is needed about how to organize the interaction with a view to learning.

The existing literature is fragmented across disciplines and does not provide a holistic, comprehensive view on how value is created, deployed and captured. This paper aims to provide a structured view of the current literature and facilitates a theoretical understanding of value creation and capture in buyer–supplier relationships.

A systematic literature review was conducted on 195 articles published in 21 leading journals in marketing, operations management and strategy disciplines.

An integrated, generalizable and expandable framework is proposed based on the causal or interactive relationship among four components, namely, dimensions of value creation; processes and interactions by which buyers and suppliers enable value creation; relationship characteristics that affect these components; and value capture. Two new areas for future studies are also suggested.

The findings are based on papers published in peer-reviewed academic literature. Future studies could include more heterogeneous publications in languages other than English and/or professional journals to compare scholars' and managers' perspectives.

This study offers simple, practical guidelines that managers can apply in their real-world situations to increase the value they gain from their relationships.

The framework does not pretend to be exhaustive because such an attempt would be impractical. Rather, this study provides practical examples for each component, and shows how additional concepts and constructs can be incorporated to make it inclusive and generalizable. Two new manners of value capture other than price negotiations are presented (volume and collaborative benefits).

The purpose of this study is to identify the role of mediators in supporting value co-creation for vulnerable consumers in a service context. The authors propose that in transformative services, the roles of actor mediators facilitate control and empowerment for the vulnerable consumer – labelling these transformative service mediators (TSMs).

The authors develop a theoretical framework for the activities of mediators in value co-creation considering the interrelationships of vulnerability, structure and agency. The authors then use Prahalad and Ramaswamy’s DART (Dialogue, Access, Risk Assessment and Transparency) model as the integrating framework to describe the TSM roles in the context of the foster care service ecosystem.

The authors introduce a future research agenda regarding TSM roles in transformational service experiences and value co-creation with vulnerable consumers. Service researchers and providers are encouraged to explore effective training and motivation of TSMs.

Understanding value co-creation for vulnerable consumers is an emerging area in service research. The TSM concept introduces a new approach to explore how value co-creation and transformative outcomes can be enhanced in service contexts where consumers experience vulnerability.

This paper presents an agenda for future research. The outcomes of future research based on TSM roles may help guide service providers in identifying opportunities for enhancing well-being and reducing vulnerability in service delivery.

This paper suggests that exploring the role of TSMs in the service process offers new insights into reducing vulnerability in service relationships.