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The purpose of this paper is to make a contribution to co‐creation theory by integrating conceptual insights from the management and marketing literatures that are both concerned with co‐creation phenomena. It aims to develop a reference model for comparing how different organizations organize and manage their co‐creation ventures. It also aims to apply the authors' framework to four distinct cases that illustrate the differences in co‐creation practice within different co‐creation environments.

The authors compare four different companies based on case profiles. Each company is employing its own distinct approach to co‐creating. The authors employ a method mix including literature analysis, structured interviews, document and web site analysis, as well as participation.

The reference model offers a set of useful dimensions for case‐based inquiry. The case comparisons show how firms may decide to systematise and manage a mix of co‐creation activities within B2B versus B2C contexts, utilising either crowd‐sourced or non‐crowd‐sourced approaches. Further, the case comparisons suggest that there are less differences in B2B versus B2C co‐creation as compared with crowd‐sourced versus non‐crowd‐sourced approaches. Ultimately, implementation decisions in one dimension of co‐creation design (e.g. whom to involve in co‐creation) will affect other dimensions of implementation and governance (e.g. how much intimacy) and thus how co‐creation needs to be managed.

The paper presents case comparisons utilising B2B versus B2C, as well as crowd versus non‐crowd‐sourcing examples of co‐creation and an original decision support framework for assessing and comparing co‐creation choices.

There are different streams of research in the service marketing literature concerning value co-creation. Most of the research focuses on value co-creation for the benefit of the customer. However, value is also co-created for the benefit of the provider, especially in a business-to-business context. The purpose of this research is to understand (1) how value is co-created in a sport business-to-business context (i.e. sailing) and (2) how the prevailing value co-creation approaches explain value co-creation processes differently in a sport business-to-business context.

The research was contextualised within the Auckland sailing cluster. Primary data were collected via 27 interviews, as well as observations at events. Secondary data include 13 documents of organisational information and archival data. Data were analysed deductively and interpreted using two different theoretical lenses: service-dominant logic (SDL) and service logic (SL).

The value co-creation analysis of the sailing cluster permitted theorising about relationships in sport management at different levels of aggregation and abstraction. Every actor is embedded in a wider sport eco-system triggered by sport activities and always has a dual role as provider and beneficiary. Actors that are in control of specific sport activities are pivotal actors and provide a value network for others.

This research suggests that SDL and SL approaches to value co-creation are complementary and that further research is necessary to integrate and operationalise these approaches.

It helps practitioners to better understand how value is co-created in sport business-to-business contexts.

This research shows the complementarity of two differing theoretical approaches to explain value co-creation in sport business-to-business settings.

The purpose of this study is to organize and analyze the existing literature on co-creation in tourism to identify the state-of-the-art studies and the research gap in this field.

As the research questions seek to provide an overview of the studies in the available literature, the systematic mapping study (SMS) has been selected as the research method. A suitable mapping study method for analyzing and structuring a broad research field concerning methods, designs and research focuses on the existing publications. In total, 137 articles published during 2006–2019 in reliable academic databases such as Science Direct, Emerald, Scopus, Wiley, ProQuest, Sage, Web of Science and Taylor and Francis were selected and analyzed.

The results show a rising trend of published articles in tourism, with the maximum number published in 2019 and the minimum number in 2006. Also, analysis of input articles revealed that most of the studies focused on the antecedents and prerequisites for co-creation and paid less attention to the co-creation context. Other findings show that in the field of tourism, the hospitality sector, especially hotels have paid special attention to co-creation. The majority of papers were the empirical type with quantitative design. Furthermore, most studies used the survey method, while the case study and other methods were the next choices.

This study addresses a major research gap by summarizing the literature related to value co-creation with a specific focus on tourism using the SMS method that provides an overview of the studies in this field. Categorizing papers through SMS helps researchers to review the status of studies in a visual summary to identify gaps and directions for future research.

这项制图研究的目的是组织和分析有关旅游业共同创造的现有文献, 以识别最新研究和该领域的研究差距

由于研究问题旨在提供现有文献中的研究概述, 因此已选择系统制图研究（SMS）作为研究方法。用于分析和构建涉及方法, 设计和研究的广泛研究领域的合适的映射研究方法着眼于现有出版物。选择并分析了2006-2019年在可靠的学术数据库中发表的137篇文章, 这些数据库包括Science Direct, Emerald, Scopus, Wiley, ProQuest, Sage, Web of Science和Taylor&Francis

结果显示旅游业发表的文章呈上升趋势, 2019年发表的文章最多, 而2006年发表的最少。对投入文章的分析显示, 大多数研究集中于共同创造和付费的先决条件和先决条件较少关注共创环境。其他发现表明, 在旅游领域, 酒店业尤其是酒店业特别重视共同创造。大多数论文是经验性的, 带有定量设计。此外, 大多数研究使用调查方法, 而案例研究和其他方法是下一个选择。 原创性/价值–本研究通过总结与价值共创相关的文献来解决一个主要的研究空白, 其中特别关注旅游业, 使用SMS方法对该领域的研究进行了概述。通过SMS对论文进行分类有助于研究人员以直观的摘要查看研究状态, 从而找出差距和未来研究的方向。 

El propósito de este estudio de cartográfico es organizar y analizar los artículos existentes sobre la co-creación en la industria del turismo a fin de identificar los últimos estudios y la brecha de investigación en este campo.

El método de Estudio de Mapeo Sistemático (SMS) ha sido seleccionado como método de investigación debido a que el objeto de los temas cuestionados en este estudio es proporcionar una visión general en cuanto a las investigaciones hechas hasta hoy. El método de estudio de mapeo, centrándose en las publicaciones existentes, es un método adecuado para analizar y estructurar un amplio campo de investigación sobre maneras, diseños e investigaciones. Se seleccionaron y analizaron 137 artículos publicados durante los años 2006–2019 en bases de datos académicas confiables como Science Direct, Emerald, Scopus, Wiley, ProQuest, Sage, Web of Science y Taylor & Francis.

Los resultados muestran una tendencia al alza de los artículos publicados sobre el turismo, con el número máximo publicado en el año 2019 y el número mínimo en 2006. Además, el análisis de los artículos existentes en las bases, reveló que la mayoría de los estudios se han centrado en los antecedentes y requisitos previos para la co-creación y se ha enfocado menos en el concepto de co-creación. Otros hallazgos muestran que en el campo del turismo y la hostelería, se ha prestado especial atención a la co-creación. La mayoría de los trabajos eran de tipo empírico con diseño cuantitativo. Asimismo, la mayoría de los estudios han utilizado el método de encuesta, mientras que el estudio monográfico y otros métodos han sido las siguientes opciones.

Resumiendo los artículos relacionados con la creación conjunta de valores, con un enfoque específico en la industria del turismo, y utilizando el método SMS que proporciona una visión general de los estudios en este campo, este estudio aborda una brecha de investigación importante. La categorización de documentos usando el método SMS ayuda a los investigadores a revisar el estado de los estudios en un resumen visual para identificar vacíos y direcciones para futuras investigaciones.

The purpose of this paper is to assess, clarify and consolidate the terminology around the co-creation of services, establish its forms and identify its outcomes, to resolve the conceptual pluralism in service co-creation literature.

A focused literature review screened the articles published in five major service research journals to determine relevant contributions on the concept of co-creation of services. Then, a thematic analysis identifies the forms, themes and outcomes of co-creating services in the set of 80 qualifying articles.

The study reduces conceptual pluralism by establishing different forms of co-creating services and developing an explicit definition of co-creation in services. The authors develop an integrative framework that recognizes involvement, engagement and participation as prerequisites for co-creation. Relating to the different phases of the service process, the specific co-creation forms of co-ideation, co-valuation, co-design, co-testing and co-launching are classified as regenerative co-creation, while the specific co-creation forms of co-production and co-consumption are recognized as operative co-creation. Both beneficial and counterproductive outcomes of co-creation are identified and arranged into a typology.

The integrative framework illustrates that service providers and customers are involved, engaged and participate in co-creating services, which manifests in specific forms of co-creation; they attain beneficial and counterproductive outcomes (personal, social, hedonic, cognitive, economic and pragmatic); and are influenced by a contextual multi-actor network.

Co-creation in services is actionable; the typology of outcomes suggests service managers ways to motivate customers and employees to participate in co-creating services.

This paper defines and establishes the conceptual forms of co-creating services and the identified outcomes, and develops an integrative framework of co-creation in services.

One of the most significant shifts in contemporary business thinking in the tourism and event industry is co-creation and the framework for adopting this collaborative approach is integral for achieving the fundamental goal of value creation. The purpose of this paper is to enhance the understanding of sustainable events by analysing value co-creation processes from the attendees’ perspective.

The methodical framework comprises two steps. First, the study analyses the literature related to festivals and value co-creation, with a focus on sustainable festivals. Second, data rooted research based on grounded theory is conducted, using 12 semi-structured interviews with music festival attendees.

Three distinct festival attendee categories were identified: the sustainable co-creation type, the calculating type and the experience type. Within each category, attendees have different attitudes, personal values and experiences as well as individual assessments of what exactly constitutes value and value creation. These three categories are regarded as key factors in describing different kinds of value co-creation processes in the festival context.

Considering these three types and addressing their personal values, beliefs and value perceptions will allow festival organisers to better manage the development of sustainable festivals and their role as value co-creators.

This paper addresses the need to better understand how value is created in a festival context. The application of grounded theory also considers scholarly calls for a deeper search into the meaning and essence of value for festival attendees.

The purpose of this paper is to conceptualize resonant co-creation as a framework for cultivating strategic innovation and organizational change; to delineate worldview transformation as central to resonant co-creation and overview the theoretical and practical foundations of this approach; and to offer a model on the facilitation of resonant co-creation in organizations.

Conceptual development with case illustration.

Resonant co-creation fosters strategic innovation through coaching and facilitation techniques that cultivate awareness, empathy, and advanced communication skills. This results in a fundamental shift in the engagement and interactions of teams, creating a new space for innovation.

The framework offered herein brings conceptual clarity to specific approaches to and applications of resonant co-creation to achieve strategic innovation. By providing perspective on processes leading to innovation, it possible to be more precise about the relationships between consulting practices and stated organizational change outcomes.

The presentation and clarification of the theoretical model (the underlying grammar of facilitation) and specific techniques that can be used to drive worldview transformation can benefit coaches, facilitators, and leaders who wish to implement a co-creative organizational culture or improve outcomes of co-creative programs. By linking theory to practice, this paper can help change makers and managers better justify and implement resonant co-creation within their organizational contexts.

Resonant co-creation facilitates an expansion of awareness that can lead to more sustainable business practices and workplace well-being. This benefits society at large through fostering more socially conscious and innovative organizations.

Resonant co-creation is a needed nuance to the very generalized notion of co-creation spread throughout organizations today. Clarifying this approach is useful to both practitioners and researchers who seek to understand or facilitate innovation and organizational change. The originality of this paper lies in the combination of the idea of co-creation with the psychological concept of worldview transformation. By creating shifts in individual and collective (organizational) worldview, resonant co-creation transforms the way people interact and ideate. This paper introduces a grammar of facilitation and specific techniques that shift worldview and create a space for strategic innovation.

This paper aims to identify and analyze factors that determine firms’ commitment to co-create new services with business customers.

A quantitative study based on a scenario method, involving an online survey of French service companies, reveals the determinants of commitment to service co-creation.

Customer benefits and organizational sacrifices, as well as firm-related factors (specialization, partners’ involvement and innovativeness) correlate with firms’ commitment to co-create new services. The proposed, empirically grounded model details factors that determine firms’ commitment to co-create new services with business customers, including innovative culture as a key determinant.

The identified factors that affect firms’ commitment to co-create services can guide managers’ efforts to improve customer relationships and thus their service innovation processes.

This study identifies and analyzes characteristics of committed firms, as well as the benefits and sacrifices they face in co-creating new services, in a novel way. Thus, it helps define the fit between a service offering and business customers’ participation in new service development contexts.

The purpose of this paper is to introduce and test customer perceptions of four types of value co-creation (VCC), explore VCC a priori condition of relatedness, operationalized as commercial friendship, examine customer voluntary participation in VCC through initiation (customer vs company), and the influence of these factors on relational outcomes of VCC: satisfaction, loyalty and trust.

A scenario-based 2×2×4 experimental design was set in a destination resort context: weak vs strong commercial friendship, customer vs company co-creation initiation and four types of VCC. The 248 resort guests were equally and randomly assigned to experimental conditions. Multivariate analysis of variance and repeated measures analysis of variance was utilized.

Results demonstrated that customers perceived VCC processes differently. Co-creation of experience and co-recovery outcomes had significantly higher relational outcomes when compared to co-creation of marketing and co-innovation. Experiencing stronger commercial friendship, as customer–company relatedness and being invited to co-create resulted in stronger customer relational outcomes.

The core theoretical contribution of this study is the comparative analysis of customer perceptions of four distinctly different types of VCC: co-innovation, co-creation of experience, co-creation of marketing and co-recovery. A priori conditions of relatedness and co-creation initiation were established as antecedents of VCC processes among customers and service providers. When a service provider initiates VCC, it can positively affect customers’ relational outcomes of satisfaction, loyalty and trust.

This paper aims to analyse the general effect of co-created products on the brand equity of observers (OBBE). The influence of different implementations of the co-creation approach on the OBBE is tested. It is also discussed whether co-creation can be a strategic method for companies to positively affect the OBBE in the mass market.

A between-subject experiment with a 2 (intensity of integration: democratically voted vs commonly created) × 2 (expert knowledge: no expert knowledge vs expert knowledge) design plus one control group (zero co-creation) is conducted for two brands to test the postulated hypotheses.

Co-creation can have a weak positive effect on the OBBE. Integration intensity and expertise of integrated consumer also affect the OBBE only marginally.

Further research might investigate whether the initial brand equity has a moderating effect. Also brand image and underlying product category could influence the relation between co-creation and the OBBE and would be valuable for future studies.

Brand managers should aim to convert observers into participants, instead of setting the focus on the presentation of the user-designed product to the mass market.

This study is one of the few analyzing the effects of co-creation on observers in terms of brand equity. In addition to existing research, the concept of expertise in combination with co-creation and its influence on the OBBE is explored.

Suppliers stand in the wake of a new diversified strategic momentum in the global production network, where innovation is growing in importance. The term “supplier-driven innovation” is coined in contrast to the current hype on user-driven innovation; this paper aims to discuss the wicked problems for suppliers to actively engage in customers’ innovations.

A qualitative case study of eight Danish suppliers.

The wicked problem of supplier-driven innovation is generated by two intertwined constraints: the ability to engage customers in the co-creation of attractive offers and the ability to include technological knowledge and capabilities residing in the upstream network of suppliers.

This research combines an industrial network approach with perspectives generated through design management literature aiming to develop an innovative space for co-creation across diverse organizational, technological and managerial domains in the global production system.

To participate in supplier-driven innovation, partners need to co-create an innovative space for joint development.

Co-creation enriches the understanding of the diversity of forms of interaction, ranging from information and knowledge exchange and mutual adaptation processes to experimentation with processes of co-creation. Through a complementary view on how suppliers co-create innovative spaces of action in the upstream spaces of technical knowledge as well as the downstream spaces of preferential needs, the research contributes insights about the characteristics of the wicked problems that suppliers need to handle in bridging and expanding these spaces for innovative actions.