Contemporary business organizations are increasingly turning their attention to jointly creating value with a variety of stakeholders, such as individual customers and other business organizations. However, a review of the literature reveals that very few studies have systematically examined value cocreation within business-to-business (B2B) contexts. Using a revelatory case study of the relationship between an ERP vendor with a global reputation and its partners, and informed by the resource-based view (RBV) of the firm and related theoretical perspectives, we develop an understanding of value cocreation in B2B alliances associated with selling, extending, and implementing packaged software, specifically ERP systems. Our study reveals that there are different mechanisms underlying value cocreation within B2B alliances, and also points to several categories of contingency factors that influence these mechanisms. In addition to providing insights about the phenomenon of cocreation itself, the study contributes to the stream of packaged software literature, where the implications of value cocreation in alliances between packaged software vendors and their partners for the client organizations have not been sufficiently explored.

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This study examines how the laudable behavior of employee volunteering can lead to deviant workplace behavior. We draw on the moral licensing and organizational justice literatures to propose that the relationship between employee volunteering and workplace deviance is serially mediated by moral license (moral credits and moral credentials) and psychological entitlement. Results from 2 multiwave survey studies of full-time employees from a variety of organizations and industries confirm that moral credits and psychological entitlement serially mediate this relationship, although the proposed mediating role of moral credentials was not supported. Organizational justice moderates the impact of psychological entitlement on workplace deviance; the indirect relationship between employee volunteering and workplace deviance weakens when perceptions of organizational justice are high. This study demonstrates a potential dark side to employee volunteering and also contributes to the moral licensing and behavioral ethics literatures.

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