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.

Purpose Consumers’ underlying motives to co-create value are important when determining their willingness to engage in co-creation activities. However, the importance of their motives may vary according to different service contexts. The purpose of this paper is to contribute to the value co-creation research by investigating how the service contexts shape consumers’ motives to co-create. Design/methodology/approach This paper is based on a survey of 284 consumers. By focusing on professional vs generic services (context), based on differences in knowledge intensity and workforce professionalism, the paper pinpoints the contextual nature of consumer motives to co-create. Findings The results show that in professional services consumers are positively influenced to co-create by developmental motives, whereas empowerment motives have a negative impact. In turn, the positive effects of individualizing and relating motives are predominant in generic services. Willingness to co-create is a strong determinant of intended co-creation behaviors, regardless of the service type. Research limitations/implications This study clearly shows the contextual nature of motives to co-create value, thereby questioning the generalizability of single-context studies. Originality/value This is the first paper to compare consumer motives to co-create across different service contexts.

Purpose The aim of this study is to empirically test the link between employee ambidexterity and two supportive organizational cultures, namely, a perceived culture of empowerment and a knowledge-sharing culture. Furthermore, the paper addresses the mechanisms through which these supportive organizational cultures work to enable employees to engage in ambidextrous behaviour. Specifically, the role of intrinsic motivation is investigated. Design/methodology/approach Data were obtained from 136 managers employed in the five main Belgian service sectors. Findings The findings indicate that a perceived culture of empowerment is positively related to intrinsic motivation, which in turn facilitates employee ambidexterity. Also, a moderating effect of extrinsic motivation on employee ambidextrous behaviour is found. At the same time, a perceived knowledge-sharing culture is having no effect on ambidexterity or intrinsic motivation. Research limitations/implications Insights into the roles of individuals in achieving ambidexterity help to advance the theoretical understanding of how a supportive organizational context may enhance employee ambidexterity. Originality/value Despite the growing body of research on antecedents of ambidexterity, there is still lack of thorough understanding of how a supportive organizational context may enhance employee ambidexterity and the roles of individuals in achieving ambidexterity. This is one of the first studies that investigate these factors in relation to individual level ambidexterity (as opposed to organization level ambidexterity).

Purpose -The purpose of this paper is to provide insights into the benefits of data-driven services marketing and provide a conceptual framework for how to link traditional and new sources of customer data and their metrics. Linking data and metrics to strategic and tactical business insights and integrating a variety of metrics into a forward-looking dashboard to measure marketing ROI and guide future marketing spend is explored. Design/methodology/approach -A detailed synthesis of the literature is conducted and contemporary sources of marketing data are categorized into traditional, digital and neurophysiological. The benefits and drawbacks of each data type are described and advantages of integrating different sources of data are proposed. Findings -The findings point to the importance and untapped potential of data in its ability to inform tactical and strategic marketing decisions. Future challenges, including top management support, ethical considerations and developing data and analytic capabilities, are discussed. Practical implications -The results demonstrate the need for executive service marketing dashboards that include key metrics that are service-relevant, complementary and forward-looking, with proven linkages to business outcomes. Originality/value -This paper provides a synthesis of data-driven services marketing and the value of traditional and contemporary metrics. Since the true potential of data-driven service management in a connected world is still largely unexplored, this paper also delineates fruitful avenues for future research.