This exploratory study investigates value co-destruction in the Business-to-Business (B2B) context and examines the impact of actors' opportunistic behaviour on value co-creation. The research undertakes an in-depth case study based approach. It uses data triangulation, where multiple sources of evidence (interviews, conference audio recordings and documents) are collected from the case organisation (a vendor) and its service ecosystem partners in the ICT sector. The partners included in the study are distributors, channel partners, competitors, and customers. B2B alliances are driven by the motivations to maximise strategic value and minimise transaction cost. Thus, using the ecosystem lens, we find that actors' capabilities (resources and perceived value), vendor's approach to achieving strategic benefit and the channel governance mechanism enable value co-creation. However, using the transaction cost theory lens, we report that actors' opportunistic behaviour, technological disruptions and new business model challenges lead to value co-destruction (in the form of termination of relationship, conflict and business liquidation). Alliance partners need to evaluate the strategic benefits of collaboration, knowledge sharing, learning, trust building, market expansion and technology sharing, considering partners' self-serving behaviour driven by transaction cost economies. All ecosystem actors are seeking to develop capabilities, exhibit knowledge differentiators, demonstrate technology leadership, reduce uncertainty and respond to new business model challenges thus causing value co-destruction. Thus, this research is more encompassing because it explores factors that lead to both value co-creation and co-destruction.

This study aims to bring a renewed focus on Value Co-Creation (VCC) between an organisation (service provider) and its customers in the business-to-business (B2B) context. From the literature review, a conceptual framework of factors affecting VCC was developed by adding Customer to the Technology-Organisation-Environment framework (T-O-E). The enhanced Customer-Organisation-Technology-Environment (C-O-T-E) framework was empirically investigated from the focal firms' perspectives using semistructured interviews with seventeen executives from knowledgeintensive service organisations. The research captured a total of sixteen factors affecting VCC and highlighted co-conception for competition as a new form of co-creation, where the customerservice provider's long-term relationship positively enables a competitive strategy. These findings have significant implications for how service providers achieve competitive advantage in a challenging B2B marketplace.

No abstract

The last two decades have seen a growing literature worldwide on do-ityourself (DiY) laboratories driving informal innovation. However, there is a limited account of the state-of-the-art DiY literature to the emergence of DiY laboratories or of the challenges, strategies for its diffusion and success. This study, therefore, aims to understand the state-of-the-art of DiY laboratories. Using the systematic literature review approach, 29 articles are analysed. The results revealed that the main purpose of publications on DiY laboratories was geared towards showcasing informal innovation. Most of the studies used the case study methodology and most were underpinned by theories from innovation literature. The success factors identified for DiY laboratories include personal motivation and the desire to create a business, whilst their emergence was driven by the need for extra income, experimenting with new ideas and the pursuit of hobbies outside formal work settings. Key challenges faced by DiY laboratories include economic and marketing factors, especially access to finance to scale up their innovations. The strategies used by DiY laboratories to diffuse their innovations are social networking, partnerships with bigger tech firms and selling off their innovations to investors. The study outlines the implications for practitioners, entrepreneurs, and government, and makes recommendations.

Part 3: Digital Business EcosystemsInternational audienceService innovation in business ecosystem is attracting more research interest; however, there is less insight into how the formation of ecosystem enables service innovation. The limited prior research on the formation of an ecosystem is characterized by different phases and activities associated with lifecycle of an ecosystem, however it is not connected to the service innovation processes. This work addresses this gap by proposing formation cycle of an ecosystem for service innovation