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This study aims to develop and test a process model of the effect of social media use by business-to-business (B2B) salespeople on their value cocreation and cross/upselling performance. Adopting a research acquisition perspective, the authors claim that salesperson’s social media use is critical for generating social capital – an operant resource characterized by superior market knowledge, reputation and networking – which, in turn, directly and synergistically enhances value cocreation and cross/upselling outcomes.

A model is developed based on extant sales research on salesperson’s social media use and social capital theory. Data from B2B salespeople is analyzed using structural equation modeling to test the proposed hypotheses.

The results demonstrate that salespeople’s social media use enhances their social capital with support for direct effects on market knowledge and reputation, and indirect effect on networking. The results also show that the three aspects of social capital drive value cocreation, which enhances cross/upselling performance. Post hoc analysis shows the indirect effects of salesperson’s social media use as well as the interconnected effects of the aspects of social capital on value cocreation.

The study indicates that salespeople should be encouraged to use social media as a means for enhancing market knowledge and reputation, which can then be leveraged to build networking skills. Providing training to salespeople and coaching them on how to build their social capital is essential if organizations need to capitalize on novel ways to improve the value cocreation performance of their sales teams.

This study demonstrates how salespeople’s social media use can enhance their social capital, which, in turn, is critical for value cocreation and cross/upselling performance. The proposed framework opens opportunities for future studies to examine the role of salesperson social capital and value cocreation in B2B exchanges.

This chapter explains how cocreation can be supported by establishing platforms, which provide knowledge, resources, and opportunities for local actors to come together in cocreation arenas. Platforms make it easy for local actors to connect, interact, and engage in productive joint activity. The chapter provides an overview of different types of platforms and describes their distinctive organizing logic, which includes mediating the relationship between different stakeholders, scaffolding their joint action, and leveraging their capacity for change. The chapter identifies important platform dynamics, such as attractor and amplifier effects, synergy, scaling, and social learning, that enable them to successfully support cocreation. Finally, the chapter discusses how platforms themselves can be designed to enhance these dynamics.

The purpose of this paper is to study the US-based (American) physiotherapy customers’ goals to engage in value cocreation activities during their well-being experience.

The authors perform Smart PLS-SEM analysis of the primary data of physiotherapy service customers in the USA.

The findings show that the US well-being customer engages in physiotherapy for individualizing, empowering, development, concerted and ethical motives but not for relating motives. These findings are contrasted with previous research to show that the service-dominant logic is not sufficient to account for the contextual complexity of the well-being experience and to explain the identified differences across culturally different customer segments.

By integrating insights from health-care and cross-cultural literature, the authors highlight the importance of relationship dynamics, culture and institutional context in well-being sector and develop a more comprehensive understanding of the cocreation behaviors in this industry. This helps advance the value cocreation research in well-being sector and promote the well-being experiences such as physiotherapy.

The authors draw from a variety of disciplinary perspectives and challenge the service-dominant (S-D) logic as insufficient in explaining the value cocreation between the customer and expert in the well-being sector. The authors adapt physician–patient relationship model from health-care literature and cultural values of power distance from cross-cultural literature to complement the S-D logic to account for the complexity and nuanced context of the well-being cocreation experience.

This chapter examines the translation of generic global goals into local action. It first discusses the translation of global goals into national agendas and the challenges of localizing the goals. Localizing the goals is essential for ensuring that the SDGs reflect local needs, norms, and values, thus ensuring that local actors find them relevant and meaningful. The chapter argues that cocreation is a key vehicle for the localization of the SDGs and identifies the key benefits that arise from using cocreation as a localization strategy. Cocreation can foster the will and capacity for local governments and communities to advance the cause of sustainability. Cocreation can help communities integrate the sustainable development goals, identify hidden resources, build support networks, create social accountability, etc.

This study investigates (1) the processes through which social enterprises develop resilient organizational logics and (2) the key resilience factors in the organizational logics of successful social enterprises. The organizational logic is conceptualized here as the dynamic system of roles, rules and social expectations that result from the organization's business model, impact model and organizational form.

This study adopts an inductive approach to identify emerging resilience factors and processes in an exemplary case of social entrepreneurship (a work integration venture). The longitudinal data collection on this case took place from 2011 to 2016, based on approximately 440 h of participant observation and 10 semi-structured interviews.

The inductive analysis suggests that social enterprises develop resilient organizational logics through multi-level recursive processes of bridging institutional work. These processes enable the development of an organizational logic that is internally robust while linking distant practices, needs and expectations. The authors conceptualize these characteristics into a novel construct, the organizational logic's bridging power, which is operationalizable through two dimensions (hybridity-based and cocreation-based bridging power) and five sub-dimensions.

Like in all inductive studies, further research is needed to validate the proposed model. The new proposed construct “organizational logic's bridging power” is, interestingly, a meta-theoretical concept encouraging cross-fertilization between the literature on institutional logics and that on value cocreation.

The process development model proposed by this study highlights the importance of network-level institutional work for developing cocreation-based resilience. Furthermore, this study shows how institutional theories could be complemented with other bodies of knowledge in order to understand social enterprise resilience.

The purpose of this study is to explore perceptions of successful collaboration by a group of professionals in primary health care, using service-dominant logic (SDL) as a theoretical framework.

This study carries out secondary analysis of the results from a Norwegian national survey on collaboration amongst professionals in primary health care services.

Findings illustrate that SDL can provide a theoretical framework for understanding health and social care services. The study provides evidence for the relevance of the theory at micro level. Viewing primary care through the lens of SDL enables an understanding of the applicability of market principles to health and social care. The study illustrates the relevance of the following principles: services are the fundamental basis of exchange; indirect exchange can mask the fundamental basis of exchange. Operant resources are the fundamental source of strategic benefit; actors cannot deliver value but can participate in the creation and offering of value propositions.

Awareness of the use of SDL in health care services can be positive for service provision and it could be incorporated as a supplementary perspective in educational programs for health care professionals.

Applying principles from SDL as a theoretical framework for primary care services challenges the conventional understanding of marketing in health services. This paper responds to the need for a more in-depth understanding of how SDL can help health care professionals recognize their role as participants in providing seamless health care at micro level.

Industry 4.0 defines the application of digital technologies on business infrastructure and processes. With the increasing need to take into account the social and environmental impact of technologies, the concept of Society 5.0 has been proposed to restore the centrality of humans in the proper utilization of technology for the exploitation of innovation opportunities. Despite the identification of humans, resilience and sustainability as the key dimensions of Society 5.0, the definition of the key factors that can enable Innovation in the light of 5.0 principles has not been yet assessed.

An SLR, followed by a content analysis of results and a clustering of the main topics, is performed to (1) identify the key domains and dimensions of the Industry 5.0 paradigm; (2) understand their impact on Innovation 5.0; (3) discuss and reflect on the resulting implications for research, managerial practices and the policy-making process.

The findings allow the elaboration of a multileveled framework to redefine Innovation through the 5.0 paradigm by advancing the need to integrate ICT and technology (Industry 5.0) with the human-centric, social and knowledge-based dimensions (Society 5.0).

The study detects guidelines for managers, entrepreneurs and policy-makers in the adoption of effective strategies to promote human resources and knowledge management for the attainment of multiple innovation outcomes (from technological to data-driven and societal innovation).

This paper aims to use (in)visibility as a lens to understand the lived experience of six women managers in the headquarters of a large multinational organization in the UK to identify how “gender” is expressed in the context of organizational learning.

The researchers take a phenomenological approach via qualitative data collection with a purposeful sample – the six female managers in a group of 24. Data were collected through quarterly semi-structured interviews over 12 months with the themes – knowledge, interaction and gender.

Organizations seek to build advantage to gain and retain competitive leadership. Their resilience in a changing task environment depends on their ability to recognize, gain and use knowledge likely to deliver these capabilities. Here, gender was a barrier to effective organizational learning with women’s knowledge and experience often unseen and unheard.

This is a piece of research limited to exploration of gender as other, but ethnicity, age, social class, disability and sexual preference, alone or in combination, may be equally subject to invisibility in knowledge terms; further research would be needed to test this however.

Practical applications relate to the need for organizations to examine and address their operations for exclusion based on perceived “otherness”. Gendered organizations cause problems for their female members, but they also exclude the experience and knowledge of key individuals as seen here, where gender impacted on effective knowledge sharing and cocreation of knowledge.

The study offers further evidence of gendered organizations and their impacts on organizational effectiveness, but it also offers insights into the continues social acceptance of a masculinized normative model for socio-economic practice.

This exploration of gender and organizational learning offers new insights to help explain the way in which organizational learning occurs – or fails to occur – with visibility/invisibility of one group shaped by gendered attitudes and processes. It shows that organizational learning is not gender neutral (as it appears in mainstream organizational learning research) and calls for researchers to include this as a factor in future research.

Contemporary globalized societies face important environmental and social problems that require urgent action and citizen engagement. Active learning in contemporary societies is being reemphasized in order to prepare active learners, capable of critical thinking and innovative problem solving and able to become responsible citizens. Environmental Education (EE) and its descendant Education for Sustainability (EFS), or Education for Sustainable Development (ESD), have been a very important first effort for introducing active learning in contemporary education at all educational levels. They constitute an important variant of active learning. EE and EFS by definition propose and adopt active learning and experiential methods, as they seek to prepare people that will work for a healthy environment and better societies. And this is where the difference lies between EE/EFS and the generic active-learning approaches. EE or EFS are committed active-learning approaches; they have an explicit goal to work for social and environmental change.

The transition from learners to active learners is addressed by active learning, which however assumes that active learners will also become responsible and active citizens. EE and EFS have however demonstrated that this is not an obvious development. Education should be clear about its purpose – individual change, empowerment, integration, or social transformation – and pedagogical methods and tools should be selected appropriately.

This chapter first discusses the main characteristics of EE/EFS. Then, it explores what facilitates the transition from active learners to active citizens, based on lessons from EE and EFS. Finally, it reflects on the implications of these lessons for Higher Education and, as a result, a new vision for Higher Education and a brief guide for educators and Higher Educational managers are proposed.