Value co-creation and co-destruction in the first cashless society in Colombia – a middle range theory approach

Abstract

PurposeThe research examines the simultaneous processes of value co-creation and value co-destruction in the implementation of a mobile banking application in rural Colombia. Rural communities experience digital and financial deficits and often become the object of technology-based initiatives. In the town, vulnerable female heads of household received a government subsidy through a mobile app, becoming an experimental group for this government–private bank collaboration. In an effort to create the first cashless society in Colombia, the bank engaged the entire town and local government to create a service ecosystem, constituted by operant resources.Design/methodology/approachThis study uses a qualitative, ethnographic approach to investigate the experiences of stakeholders in engaging with a mobile banking app. The empirical data is drawn from 34 interviews, representing different layers of this service ecosystem. The study identified and analysed actor engagement behaviours that occurred in the micro-, meso-, macro- and meta-layers of this ecosystem that shaped the perception and usage of mobile payments and digital money for rural consumers.FindingsThe study found that simultaneous manifestations of the co-creation and co-destruction of value present in different layers ultimately diminished the value proposition for this digital money system. We shed light on how actor engagement transitions across different layers of the ecosystem and that negative interactions in the meta-layer of the ecosystem can affect perceptions of value in the micro-layer.Originality/valueThis study has contributed to the service literature by integrating epistemological cultural theory into value co-creation and co-destruction construct. In doing so, we provide a broader context for understanding how actor engagement can negatively impact on the value creation process and offer a meaningful contribution to the development of midrange theory of the value creation process.

Impact of the COVID-19 pandemic on business-to-business relationships in digital ecosystems: an African perspective

“…’s (1996) model, the interviews revealed that several issues, collectively termed cultural and environmental factors, may moderate the concept/model relationship, as revealed by the case company and the reality on the ground. Thus, this finding aligns with that of van Klyton et al. (2021) regarding the impact of cultural contexts.…”

“…Although the partnership patterns identified matched those from Lambert et al's (1996) model, the interviews revealed that several issues, collectively termed cultural and environmental factors, may moderate the concept/model relationship, as revealed by the case company and the reality on the ground. Thus, this finding aligns with that of van Klyton et al (2021) regarding the impact of cultural contexts. Cultural factors can affect how organizations identify, develop and maintain relationships with other business organizations in the digital ecosystem, possibly resulting in false classification types.…”

“…, 2021). Further, van Klyton et al. (2021) argued for the presence of simultaneous value co-creation and value co-destruction in rural communities in Columbia with digital and financial deficits due to cultural norms.…”

Navigating Value Co-Destruction in Open Innovation Communities: An Empirical Study of Expectancy Disconfirmation and Psychological Contracts in Business Analytics Communities

“…This perception significantly affects the attitudes and behaviors of employees [ 55 ]. Studies indicate that employees with a high perceived organizational status tend to be more committed to their organization and feel a greater sense of responsibility to contribute towards achieving its goals and mission [ 56 ]. In the context of OICs, the concept of perceived organizational status is particularly relevant as it can influence community members’ interactions and contributions towards the community’s goals and mission.…”

“…In the context of OICs, the concept of perceived organizational status is particularly relevant as it can influence community members’ interactions and contributions towards the community’s goals and mission. When community members perceive themselves as high-status members, they are more likely to experience a sense of ownership and responsibility towards the community, leading to increased commitment and engagement with the community [ 56 ]. They may also assume leadership roles, becoming advocates for the community’s interests and taking a more proactive approach to addressing any issues or opportunities for improvement.…”