Making value co-creation a reality – exploring the co-creative value processes in customer–salesperson interaction

Baumann, Jasmin; Meunier‐FitzHugh, Kenneth Le

doi:10.1080/0267257x.2014.956137

Cited by 38 publications

(34 citation statements)

References 57 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Value co-creation research defines co-creation as joint actions by a customer and a service provider through direct interactions [25]. Recent value co-creation studies by marketing scholars focus on exploring the processes of value co-creation between firms and customers [28,31,32] in which role changes, resource integration, and value identification remain key focal discussion points.…”

Section: Service-dominant Logic and Value Co-creationmentioning

confidence: 99%

Value co-creation between firms and customers: The role of big data-based cooperative assets

Xie

Xiao

et al. 2016

Information & Management

205

159

View full text Add to dashboard Cite

A B S T R A C TTo better understand how big data interconnects firms and customers in promoting value co-creation, we propose a theoretical framework of big data-based cooperative assets based on evidence of multiple case studies. We identify four types of big data resources and four types of associated digital platforms, and we explore how firms develop the cooperative assets by transforming big data resources via the theoretical lens of service-dominant logic. This study offers a new theoretical perspective on value co-creation and an alternative competitive strategy in the era of big data for firms.2016 The Author(s). Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

show abstract

Section: Service-dominant Logic and Value Co-creationmentioning

confidence: 99%

Value co-creation between firms and customers: The role of big data-based cooperative assets

Xie

Xiao

et al. 2016

Information & Management

205

159

View full text Add to dashboard Cite

show abstract

“…Those interactions are built on the idea actors collaborate aiming to facilitate reciprocal benefits [57]. While Baumann et al [20] recognized two aggregation levels of interaction between buyers and sellers-transactional interaction and relational interaction-based on short-term or long-term relationship.…”

Section: Social Interactionmentioning

confidence: 99%

“…Dialogue in turn provides a conversational platform where knowledge and other resources are transferred, and learning takes place [24]. Through dialogue, actors can exchange ideas, ask for help and share experience to engender successful value realization [20]. For instance, companies provide word-of-mouth channels where customers can comment on products or services, and discuss their purchasing and using experiences with others, thus value is co-created as actors can communicate and get feedbacks through dialogue.…”

Section: Vcc and Vcd Drivers Of Social Interactionmentioning

confidence: 99%

“…Moreover, being trustworthy within a customer relationship can increase the possibility of actors investing in relational activities and increasing dependency. Therefore, actors with higher levels of trust and commitment are more likely to create perceived value in reciprocal interactions [20].…”

Section: Vcc and Vcd Drivers Of Social Interactionmentioning

confidence: 99%

“…High-quality interactions among actors who enable the co-creation of unique experiences are the key to forming competitive advantage [2]. VCD also occurs during social interaction without sufficient communication [19], trust and well-structured dialogue [20] . During the codestruction process, actors conduct social interaction directly or indirectly through the integration and application of resources.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Actors’ Dynamic Value Co-creation and Co-destruction Behavior in Service Systems: A Structured Literature Review

Tuunanen

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

This paper investigates resource integration and social interaction as the two core processes of value co-creation and co-destruction in a service system. We applied a structured literature review as our research methodology to develop a framework to depict the components of value co-creation and co-destruction processes and to understand the behavioral drivers of service system actors as well as the positive and negative value outcomes derived through resource integration and social interaction. By analyzing the 51 papers that meet the inclusion criteria, we found that actors' engagement in value creation process are motivated by different behavioral drivers. Then, applying resource integration, and more specifically, access, matching, and resourcing, actors interact through social interaction employing communication, dialogue, and trust contribute to the dynamic process of value co-creation and co-destruction embedded on context-based practices, which leads to actors' unique perceived value outcomes.

show abstract

Value co‐creation and customer retention in services: Identifying a relevant moderator and mediator

Banik

Rabbanee

2023

J of Consumer Behaviour

View full text Add to dashboard Cite

This research explores the effects of the DART model of value co-creation on customer retention. To do so, the current research examines the moderating role of types of customer (i.e., corporate vs. retail) and the mediating effect of customer engagement. Two studies were conducted through structured surveys among 362 bank customers (Study 1) and 316 hotel customers (Study 2). Partial leastsquares-based structural equation modeling (PLS-SEM) was employed to analyze the data. The results of Study 1 show that each element of the DART model significantly influences customer retention. The effects of dialog, risk assessment, and transparency on customer retention are found to be higher (lower) for corporate (retail) customers, while the effect of access on customer retention is higher (lower) for retail (corporate) customers. Study 2 further identified customer engagement as a mediator explaining the underlying mechanism in the links between each element of the DART model and customer retention. Theoretical contributions and managerial implications of the findings are discussed.

show abstract

Making value co-creation a reality – exploring the co-creative value processes in customer–salesperson interaction

Cited by 38 publications

References 57 publications

Value co-creation between firms and customers: The role of big data-based cooperative assets

Value co-creation between firms and customers: The role of big data-based cooperative assets

Actors’ Dynamic Value Co-creation and Co-destruction Behavior in Service Systems: A Structured Literature Review

Value co‐creation and customer retention in services: Identifying a relevant moderator and mediator

Contact Info

Product

Resources

About