Value cocreation in service interactions

Abstract

The purpose of this article is to further develop the conceptualization of value cocreation by discussing its dimensions and antecedents. We propose that in service interactions, value cocreation should be understood as a joint collaborative activity between service employees and customers, consisting of six dimensions, which correspond to simpler joint actions (individuating, relating, empowering, ethical, developmental, and concerted joint actions). Furthermore, we derive propositions about nine antecedents of value cocreation labeled as communicating, relating, and knowing factors. This article is among the first to propose a conceptually richer understanding of value cocreation illustrated via an analytical framework, which can drive both future research and guide managers interested in implementing the service-dominant logic (S-D logic) principles within their service providing firms.

The Role of Customers’ Involvement in Value Co-creation Behaviour is Value Co-creation the Source of Competitive Advantage?

“…In a conceptual paper, the authors divide the value co-creation into six dimensions or types of actions performed by users and providers (Neghina, Caniëls, Bloemer & Van Birgelen, 2014). Regarding the research paper, Randall, Gravier & Prybutok (2011), Mc-Coll Kennedy, Vargo, Dagger, Sweeney & Van Kasteren, (2012), Yi & Gong (2013) and Chen & Raab (2014) are particularly relevant.…”

Bi-directional and stratified demeanour in value forming service encounter interactions

“…A more fine grained research on this could, as Neghina et al (2014) argue, shed light on the interaction patterns and behaviours of customers and service employees. The growing literature on value co-creation implies that, rather than being a homogeneous practice it can be realized in different ways (Baron and Harris, 2008;Gummerus, 2013;Nambisan and Nambisan, 2009;Schau et al, 2009), due to a myriad of conditions that include individual capacity, competence, and organizational prerequisites.…”

“…individuating, relating, empowering, ethical, developmental, and concerted joint actions. Neghina et al (2014) combine four different conceptualizations and add nine antecedents to the dimensions of Karpen et al (2012), arguing that they can be applied as a framework for understanding value co-creation on the micro level in terms of joint actions. However, their framework is based on a literature review and generates propositions awaiting validation.…”

“…has both overarching and sub-levels of different activities that these interactions produce. In spite of the continuing calls in marketing for closer empirical analyses of everyday micro-level interactions in different service settings (Echeverri and Skålén, 2011;Neghina et al, 2014;McColl-Kennedy et al, 2012;Oliver, 2006;Sweeney et al 2015;Woodruff and Flint, 2006) we still lack rich descriptions and empirically grounded theories with capacity to explain in more detail the inherent mechanisms of value co-creation in service encounters. This makes previous research poor in terms of theoretically explaining and practically guiding managers and employees.…”

The institutionalization of practice: a processual perspective on value co-creation

“…Instead it can be a kind of value proposition perceived in the resource-based view as a resource constellation [Laamanen and Skålén 2015: 383]. At the organizational level the crucial aspect is the capability to "understand the resource integration process" by a customer as well as by employees recreating collaborative actions [Neghina et al 2015]. Thus this is an interaction process that may be a platform and an opportunity for the enterprise to become a value co-creator [Grönroos 2008;2011].…”