Zooming in VS zooming out on value co-creation: Consequences for BtoB research

Leroy, Julie; Covà, Bernard; Salle, Robert

doi:10.1016/j.indmarman.2013.07.006

Cited by 64 publications

(76 citation statements)

References 50 publications

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“…Our findings address the micro-level of interaction (Leroy et al 2013) and extend previous research by specifying a series of activities and identifying the overarching practices of value co-formation during the interplay between customer and employee. In relation to the practice typologies, such as the one by Echeverri and Skålén (2011), our findings address the socio-cultural expression, the demeanour aspect of service encounter interaction.…”

Section: Implications For Researchsupporting

confidence: 73%

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

Echeverri

Salomonson

2017

Journal of Retailing and Consumer Services

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Section: Implications For Researchsupporting

confidence: 73%

“…Prahalad and Ramaswamy, 2004;Ramírez, 1999). However, much of the conceptualizations made, especially within the S-D logic framework leaves us with several unclear and vague conceptualizations of what value co-creation really is (Grönroos and Gummerus, 2014;Grönroos and Voima, 2013;Leroy et al, 2013).…”

Section: Value Co-formationmentioning

confidence: 99%

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

Echeverri

Salomonson

2017

Journal of Retailing and Consumer Services

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“…The introduction of a strategic view on value co-creation can allow further research to overcome its restricted interpretation [67] by mediating between a holistic (general strategies for harmonizing the five elements of ecosystems) and reductionist (identification of single actors, resources, technology and institutions) definition of value co-creation in complex markets.…”

Section: Implications Limitations and Future Researchmentioning

confidence: 99%

Social Innovation in Smart Tourism Ecosystems: How Technology and Institutions Shape Sustainable Value Co-Creation

et al. 2018

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Abstract:In the service era, markets are reconceptualized as systems of actors interconnected through networked relationships based on resources exchange and producing value co-creation. Two of the main contemporary service research theories, Service-dominant logic and Service science, propose different organizational layouts for producing and harmonizing value co-creation: Service ecosystems and smart service systems. However, these two models show some limitations. So, this work aims at drawing an integrated model, the so called Smart service ecosystem that can be applied to hypercompetitive and experience-based sectors. The model was tested in the tourism sector by using a case study methodology. Ten interviews were administered to key informants to analyze their perception about the main dimensions of the smart service ecosystems. By adopting a holistic view, the results obtained can allow the elaboration of a framework which pinpoints: (1) the main stakeholder groups (actors); (2) the kind of resources exchanged (resource integration); (3) the tools employed (technology); (4) the institution exchange among users (institutions). Applying the model obtained to the tourism sector this work explores the main element-steps for managing and optimizing value co-creation and sustainability in the long run and thus for transitioning from innovation to social innovation.

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“…He states "Resource heterogeneity, activity interdependence and the jointness of actors in significant relationships make it difficult to draw a clear line between the inside of a company, which it supposedly controls and an outside 'environment' which it does not" (p. 238). Extending this view, Leroy, Cova and Salle (2013) remind us that researchers need to 'zoom in and out' in their choice of, respectively, micro and macro lenses for studying organizational phenomena (Nicolini, 2009). …”

Section: A Network View Of Value Co-creationmentioning

confidence: 99%

Managerial perceptions of service-infused IORs in China & India: A discursive view of value co-creation

Rod

Lindsay

Ellis

2014

Industrial Marketing Management

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. This paper explores the managerial challenges facing firms seeking to build relationships with other network actors while doing business in foreign markets. By taking a critical perspective on an area of increasing importance in both manufacturing and service sectors, that of value co-creation, the paper explores how managers in different cultural contexts make sense of the notion of 'value' in interorganizational B2B relationships between New Zealand service and service-infused supplier firms and buyers in China and India. From an analysis of the interview-based accounts on both sides of the buyer-seller dyad marked differences emerge regarding value-creation within managers' discourse around partnerships, collaboration and cooperation. Our findings suggest that the Indian manager's discursive use of 'partnership' draws on service-dominant logic in viewing this type of interaction as a means for co-creating value; they and their New Zealand suppliers are jointly involved in co-creating value within a service system, creating value-in-use. In contrast, the predominant perspective seen in the discourse of Chinese managers is the use of cooperation as a means of making transactions more cost-effective, or to fill gaps in their supply chains, resulting in the creation of transaction-based, coproduction of value, which suggests a value-in-exchange orientation. In both cases, there is repeated reference to more peripheral actors whose efforts result in what we interpret as network value creation, based on their interactions with actors within the buyer-seller dyad.

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Zooming in VS zooming out on value co-creation: Consequences for BtoB research

Cited by 64 publications

References 50 publications

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

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

Social Innovation in Smart Tourism Ecosystems: How Technology and Institutions Shape Sustainable Value Co-Creation

Managerial perceptions of service-infused IORs in China & India: A discursive view of value co-creation

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