Purpose In the co-creation process from a network perspective, service is produced, designed, and evaluated entirely by the actors with dynamic roles and with less participation by the firm's employees in the service process. The purpose of this paper is to develop a theoretical model that represents environmental stimuli and value perceptions that contribute to service co-creation behaviour in an online network. Design/methodology/approach A total of 36 semi-structured interviews were conducted with members of two online programming communities – GitHub and Stack Overflow co-creators, with the data analysed using thematic analysis. The stimulus-organism-response model guided the development of the final model. Findings Social influence and trust are influential in actor value perceptions, including primary and network value, the interplay of which leads actors to co-production, supportive, and administrative behaviour. Environmental factors do not directly drive actors; rather it is the value that initiates and drives actors, which, by extension, initiates and drives the co-creation of services. Research limitations/implications The service co-creation behaviour model provides a basis for future research in the co-creation and co-destruction context to model behaviours within the online network organisation setting and thereby enable improvement of such systems. This model can be operationalised in a network environment through design features. Originality/value This paper provides a rich understanding of environmental stimuli and value perception factors that contribute to the co-creation of services, and identifies different types of behaviours in dynamic online networks. This paper presents a new model of different types of behaviours emerging from actor participation in the co-creation process.
PurposeSmall social enterprises (SEs) face many challenges as they seek to secure their survival, sustainability and performance, but little is known about the interrelations among these challenges and how these SEs might mitigate their challenges by using online platforms.Design/methodology/approachDrawing on the results of 19 in-depth semi-structured interviews with founders of small SEs in Australia, the authors present two integrative frameworks: one demonstrates how different challenges directly or indirectly influence SE performance, and the other represents the linkage between online platforms use and SE performance.FindingsThe authors’ findings indicate that SEs face social, economic and organizational challenges, and that SEs use online platforms to mitigate these challenges and improve their performance. Online platforms enable these enterprises to identify funding opportunities, recruit staff and volunteers, connect with other SEs, form partnerships, promote their organization, market their products and services, and avoid competition and duplication in their ecosystem.Research limitations/implicationsThe authors provide a guiding model for further research on using online platforms to mitigate challenges for small enterprises to improve performance. This study advances current understanding of why some SEs fail to thrive, while others survive, flourish and grow.Originality/valueThe authors’ study advances the resource-based view by identifying how online platforms offer a valuable resource to improve SE performance, and assist managers to maintain the strategic direction of their enterprise.
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