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As a high-reward strategy to differentiate social platforms, value co-creation is increasingly becoming a tool to enhance customers' social attachment. However, there is still a lack of academic understanding of the value co-creation that enables users to build social attachment with social platforms. To address this challenge, we develop and then examine a theoretical model grounded in value co-creation theory considering the relationship between value co-creation and social attachment, and also explore the mediating effect of user experience and the moderating effect of self-disclosure.

This study takes representative social platform users as the research object, chooses Questionnaire Star as the platform for questionnaire distribution and collection and collects 531 eligible data through the snowball sampling questionnaire method. And then, MPLUS7.4 is used to analyze the data and thus examine our proposed theoretical model.

The results of structural equation modeling analysis suggest that two dimensions of value co-creation (i.e. initiated value co-creation and spontaneous value co-creation) affect social attachment not only directly but also indirectly (i.e. the mediating role of user experience) and that self-disclosure moderates the impact of value co-creation affecting social attachment.

This study verifies the impact of different dimensions of value co-creation toward social platforms on social attachment, showing that value co-creation plays an important role in developing users' social attachment and provides practical implications for promoting the sustainable development of social platforms and building users' psychological well-being.

This study investigates how role overload in the sharing economy leads to emotional exhaustion, which restricts value co-creation activity, and also investigates the moderating effect of perceived platform support.

Two experimental investigations and field research questionnaires were given to respondents with shared mobility industry expertise.

First, role overload detrimentally affects service providers' value co-creation behavior; second, emotional exhaustion acts as a mediator between role overload and value co-creation behavior; and finally, perceived platform support moderates the adverse effect of role overload on emotional exhaustion.

To the best of the authors' knowledge, this study is the first to explore the antecedents of value co-creation behavior from the service provider's perspective, extending the application of COR theory in a sharing economy context.

First, alternative mediators between role overload and emotional exhaustion were not identified. Second, other dimensions of role overload and their impacts were not examined. Lastly, this study did not explore broader perspectives beyond algorithms.

This study recommends that managers reduce role overload ex ante in terms of clarifying responsibilities and obligations, providing substantive resource support and rationalizing order allocation, respectively.

Over the last five decades, business to business (B2B) marketing has evolved from a transactional model to a behavioral model. This evolution is a consequence of the rise in thoughts of managing customer journeys, services marketing and acknowledging value co-creation amongst stakeholders. The contemporary B2B marketing strategies of relationship, innovation, sustainability and digital marketing that emerge through the literature review are discussed to demonstrate how they add value to the competitive advantage of firms and facilitate co-creation between business partners to help design the customer journey. The purpose of the paper is to discuss how the apparel industry could implement the B2B marketing strategies highlighted and further suggests a framework of value co-creation. The framework shows the journey between business partners followed by the value propositions as service exchange through resource integration within the service ecosystem.

Through a review of the literature, the evolution of B2B marketing unveils the importance of services marketing and how the marketing strategies discussed add value to the services marketing, this is further explored with propositions of value co-creation between business partners. The propositions are based on the theory of service dominant logic, whereby, the partners in the service ecosystem co-create value from value propositions offered by the business partners in collaboration with supply chain innovation.

A framework is suggested in the context of the apparel industry that demonstrates the value propositions as a part of the B2B marketing strategy. Through resource integration and collaboration between the business partners, the value propositions in the form of services, are exchanged resulting in value co-creation that leads to the ultimate offering to the end customer.

The service dominant logic theory and the supply chain innovation model are the basis of the framework, showing the value propositions made, are in collaboration between the firm and the supply chain partners. The value propositions in the form of services are exchanged as an outcome of resource integration amongst the business partners resulting in value co-creation which will aid apparel manufacturers differentiate their services and manage customer journeys better. The framework will be further researched through primary research to determine its rationality in the real-world context. The nature of the industry being fast paced, the literature will be outdated in a short span of time and with the vast growth, new strategies will need to be executed eventually.

The paper discusses how the apparel industry can move forward with the B2B marketing strategies highlighted through the literature review and further suggests a framework of value co-creation. This will aid apparel manufacturers to focus their marketing efforts in an era of services marketing and compete better globally with service offerings.

The competitive advantage strategies and other key emerging themes of co-creation, value co-creation and customer journeys are highlighted and shows increasing importance to the survival of businesses in an era of service orientation and relationship marketing.

Through a critical literature review of B2B marketing strategies and with the use of theoretical models of service dominant logic and supply chain innovation, the conceptual paper proposes a framework by the authors that allows future research to analyse value co-creation in B2B marketing strategies for the apparel industry.

This paper studies, based on the theory of service-dominant logic, the effect of value co-creation practices (linking and materializing) on engagement dimensions (popularity, commitment and virality). The main objective is to analyze the influence of value co-creation practices on engagement at international trade shows organizer association on Twitter.

This paper studies the usage of Twitter by the Specialty Food Association, which organizes one of the top five foods and beverage international trade show in the United States. To achieve the research objective, the authors have analyzed 1,608 posts on Twitter from the Twitter account @Specialty_Food. A content analysis was performed using Krippendorff's (2004) recommendations, and the data were analyzed using regression analysis with optimal scaling and Kruskal–Wallis Test.

According to the results, some materializing practices influence popularity, commitment, virality and global engagement on Twitter. While the usage of some linking practices influences respectively commitment and popularity.

These results provide valuable information for business-to-business (B2B) contexts and answer a research gap reported in previous literature, which affirms that more research is needed about the relationship between service systems and engagement. From a general view, to generate more engagement on social media in B2B contexts, it is recommended to prioritize posts that incorporate live and online events based on collaborative and dynamic human interactions, following by business ideas and business cases.

In response to the rise of socially conscious consumers, brands have been taking a strategic approach to corporate social responsibility (CSR) to drive brand equity. Nevertheless, merely engaging in CSR is not enough to have a positive impact on the value consumers give to a brand. The success of a CSR program depends on its consumers’ perceived authenticity. Therefore, this study aims to investigate how the perception of CSR authenticity, and consequently brand equity, can be enhanced by leveraging brand value co-creation.

The study uses a mixed-method approach to test its hypotheses. Study 1 collects survey data from a national representative sample in the USA, which is analyzed using structural equation modeling. Study 2 collects experimental data from a public university’s research pool, also in the USA, which is analyzed using ANOVA and mediation analysis.

This study demonstrates that when consumers believe that a brand is co-creative – i.e. consumers are allowed to participate in the creation of value – they will likely perceive the brand’s CSR program as more authentic, which in turn will positively affect brand equity.

The findings of this study offer implications for academics and brand managers interested on how to effectively leverage CSR for brand building. Specifically, it demonstrates that embracing CSR alone may not be sufficient to enhance brand equity and that brand managers should consider leveraging co-creation to strengthen perceptions of CSR authenticity.

This work aims to understand how social value is created and delivered using community-based water supply projects. It examines social value creation given the enabling concepts – value co-creation and service ecosystems as business models for infrastructure.

Inductive reasoning, including qualitative research design, was applied to two water supply projects. The qualitative stage created social value co-creation features using the purposive sampling of 72 semi-structured interviews.

The qualitative analysis features social value co-creation, which includes a sense of social unity, end-user empowerment, Behavioural transformation, and knowledge transfer. Although value destruction also emerged while examining social value co-creation, the research identifies the “red flags” and value contradictions that must be avoided.

The enablers of sustainable infrastructure projects should include social value, service ecosystems and value co-creation.

There is a need for the government and non-governmental organisations to create enabling platforms that involve a planned dialogical communication process supporting the development and enhancement of relationships of stakeholders to maximise social value from infrastructure projects.

The work offers a widened perspective of social value creation and a new framework called “Social value co-creation/destruction” (SVCC/SVCD) as the business model for sustainable infrastructure projects. It is the first attempt to illustrate social value creation in construction from service ecosystems and value co-creation perspectives.

Digital transformations are altering service models and care delivery methods in healthcare. Artificial Intelligence (AI) represents the next wave of transformation in healthcare. This study aims to understand patient perceptions of AI and its impact on value co-creation.

A conceptual model was developed to investigate how value co-creation operant resources (digital self-efficacy and relational service quality) impact value co-creation engagement (shared decision-making) and value co-creation outcomes (anticipatory AI value co-creation and intention to adopt AI). Data were collected from 332 respondents and analyzed using structural equation modeling.

The results indicate that the value co-creation process for AI technologies is a function of inputs, experiences and AI outputs. Operant resources were found to be positively associated with shared decision-making. However, not all operant resources directly and positively impacted AI outcomes. The indirect and positive mediated relationships through shared decision-making to AI outcomes suggest an interactive AI value co-creation process.

AI technologies are still in early stages of consumer adoption in healthcare. Future research is warranted that investigates the validity of the model through maturing service life cycles.

Customer perceptions of new digital innovations are formed in the context of previous digital experiences. Marketers need to understand how customers view their current non-AI technologies. Strong engagement and perceived value of current technologies will help ease customers into the usage of AI technologies.

This study investigates the unique stages of the value co-creation process for AI technologies in healthcare. The results demonstrate that the value co-creation process is a function of inputs, tech-enabled experiences and AI outputs.

The customer as an active and engaged value co-creator raises new challenges for theory and practice, especially in the hospitality industry. However, the connection between engagement and co-creation is little studied in the hotel/tourism literature. This paper proposes a connection between customer engagement (CE) and value co-creation frameworks to ascertain and depict the internal actors' activities and factors that foster or hinder guests' co-creation and destruction of value.

The researchers used qualitative methods (35 in-depth interviews, document analysis and four observation sessions) in seven regions of Ghana to explore the customer's perspective. Data were analyzed with NVivo11 within a thematic analysis framework.

The findings suggest that positive and negative engagement fosters or hinders guests' interactions, which lead to value co-creation or destruction. The research also discovered that negative interactions occasioned by any factor or actor trigger value destruction at multiple stages of the experience journey.

Industry players can use the framework developed to assess their businesses, explore and reflect on the proposed value they aim to generate, and thus be more aware of how they can better facilitate value co-creation with their consumers and avoid value destruction.

This research proposes a novel connection between customer interactions, engagement and value co-creation to ascertain and depict the internal actors' activities and factors that foster or hinder customers' experience in the hotel/tourism industry.

Many companies strengthen their interaction with consumers by establishing online communities and bring convenience to value co-creation with consumers. Some companies use economic and social strategies to stimulate consumer value creation. However, the way to increase the effectiveness of such corporate strategies remains unclear. To address this challenge, this study investigates the impact patterns of economic and social strategies that influence consumers' value co-creation behaviour in firm-hosted online communities (FOCs). Moreover, the effective conditions for the value co-creation of the two strategies are explored.

Data from an FOC were collected for electronic communications products. A total of 1,305 second-hand data records on value co-creation activities were obtained. Then, an econometric model was built and Stata14.0 software was used for data analysis.

The effect of economic interaction strategy on the value co-creation in online communities is an inverted U-shaped model, and that of social interaction strategy is relatively stable and is not an inverted U-shaped model. Value creation initiatives introduced by enterprise personnel adopt economic strategies to improve effectiveness. On the contrary, value co-creation activities initiated by consumers use social strategies for the same purpose. Economic strategies are effective for large teams, whereas social strategies may lead to a “free rider” mentality.

This study finds two important factors affecting the value co-creation in FOCs and their effective boundaries. However, other factors may also affect the online community value co-creation. Future research can further explore the intrinsic mechanisms of these strategies for value co-creation.

This article mainly discusses the influence of stimulation strategies on the value co-creation in an actual company community and exhibits good practical significance for the value co-creation activity and management in online communities. Firstly, corporate strategy is effective in communities, but this strategy requires proper control. Secondly, the company strategy must consider appropriate application conditions.

This study deepens the understanding of the impact of economic and social strategies on the value co-creation in FOCs and the effective boundaries of these impact patterns.

The purpose of this paper is to examine the influence of the dialogue, access, risk assessment and transparency model of value co-creation processes (dialogue, access, risk and transparency) on new service market performance (NSMP) with the mediating role of value-informed pricing in the context of business-to-business (B2B).

The data were collected through a cross-sectional survey of 230 managers of the telecommunications industry in Malaysia and analyzed through structural equation modeling using SmartPLS v.3.3.3 software.

This study found that dialogue and transparency are predictors of NSMP. The findings indicate that value-informed pricing plays a mediating role in the relationship between dialogue and transparency with NSMP.

Disclosing pricing related information, providing up to date information to the customers, making clear to the customers about new offerings would certainly influence value-informed pricing. Thus, managers can enhance customer engagement in the interaction processes to better understand customer expectations of new services and how the new services should be priced.

The link between value co-creation and value-informed pricing has been only conceptualized in literature. This study has opened a new stream of research, examining the relationship of interactional-based value co-creation process with value-informed pricing and NSMP in the context of B2B relationship from providers’ perspective.