Creating superior client value is key to company success. Traditionally, research on value creation has focused on the value created by the company, though the client increasingly serves as an active partner, able to create value within the company in a collaborative manner. This is especially true for professional services that require more collaborative development of business solutions and a greater client adoption. The authors focus on a specific type of professional servicesbusiness consultingand aim to characterize the value co-creation processes that occur between a business consulting company and its clients. The case study results reveal eight value co-creation processes with different impacts on a service provider and a client: (1) building trust and trusting relationships; (2) clients' needs identification; (3) clarifying the client's role; (4) self-motivation to be involved in value co-creation; (5) pursuit of service effectivenes; (6) involvement and commitment for mutual long-term activities; (7) identification of opportunities for reciprocal cooperation, and (8) searching the conditions for mutual growth. Value co-creation processes are analysed from a client perspective.
Aim: To explore the relationships between social, emotional, and functional values, and satisfaction of patients with type 2 diabetes mellitus (T2DM) with an emphasis on Lithuanian primary health care services providers. Background: Academics and practitioners are encouraging more research on service value conceptually and empirically. Primary health care settings (PHCS) use modern management of value creation for patients with chronic diseases to increase the satisfaction of patients. Satisfaction of patients is the most important factor of competitive advantage for the PHCS. In this study, perceived value concept is dealt with in a multidimensional way. The fact that the perceived value in health sector has not previously been examined as multidimentionally has increased the importance of this research. Methods: The study strategy is based on focus group discussions of executives and survey of patients with T2DM in the primary health care sector. The target of focus group discussions is to gain knowledge about factors developing the competitive advantage of PHCS. The survey of patients with T2DM is the background to test the conceptual model of perceived value importance on satisfaction. The study uses coefficients of correlation, exploratory factor analysis, and linear regression. Findings: The results of focus groups revealed the factors of competitive advantage related to perspectives of health policy, organization, human resources, and patients. The results of the survey established statistically significant links between social value and satisfaction, and functional value and satisfaction. Emotional value decreased satisfaction of patients with T2DM.
Purpose: This research focuses on firm resources and capabilities used for value co-creation in service innovation. Specifically, I investigated how service innovation is created in an in-ternational engineering company. The aim of this article is to reveal what resources and capa-bilities are employed by a service provider for value co-creation in the innovation project of engineering service and how they vary in particular stages of this project. Methodology: The research is based on qualitative methodology by a multi-case study strate-gy. Focus group discussion with senior managers and semi-structured interviews with project managers of the studied international engineering company were used as concrete data gather-ing methods. Data analysis was conducted using the content analysis method. Findings: The research revealed eight value co-creation activities accomplished by the engi-neering company and client during the engineering service innovation project. The activities are as follows: co-identification of the client’s problem, co-evaluation of ideas, co-defining of client’s requirements, co-analysis of environment, co-design, co-testing, and co-adoption, co-production, and co-activities after the launch. These activities are diffused in different project stages and demand a range of resources: expert knowledge, diagnostic, communication skills, trust, experience, technological equipment, human resources. Moreover, they require diverse capabilities: relational, innovative, analytical, negotiation, knowledge absorptive, planning, organizational flexibility, and cross-cultural. The intensity and variety of using the mentioned resources and capabilities differ relying on the value co-creation activity. Expert knowledge, communication skills as resources, and relational and innovative capabilities were empha-sized by the researchers most often. We hope these findings will represent a step toward a more coherent resource-based view (RBV) and service innovation theories. Implications: The study involved only one Lithuanian engineering company, so the research context may influence the findings. Another limitation is related to the small number of cases and research participants. Originality: Unlike previous studies that revealed the importance of single resources and ca-pabilities for service innovation, this study determined the range of resources and capabilities employed in different activities of engineering service innovation project stages, especially in the value co-creation activities performed by the engineering company and clients. Moreover, research also identified how resources and capabilities vary at different stages of these pro-jects.
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