This article addresses deep-seated problems in applying traditional relationship marketing and customer relationship management concepts in the context of social marketing. Further, it points out the recent changes in interactive technologies, culture, lifestyle, and the marketing logic and discusses the “makeover” of the concept and practices of the customer relationship management. It describes how the revised logic of marketing is more accommodative of social marketing and how the new avatar of customer relationship management 2.0 is more relevant for social marketers. It explains how the concepts and practices of customer relationship management 2.0, which are rooted in service logic, can be applied in the context of social marketing to co-create value. It explores the role of social marketers and their customers as active relationship partners and describes their interactions as a locus of value co-creations. Through these interactions, customers engage with social marketers to co-create different aspects of the market offerings, and social marketers engage in customers' value-generating processes to co-create better value-in-use. The key building blocks described in the article enable the value co-creations. The article concludes with implications in terms of how social marketers can use these insights to make the world a better place.

PurposeRecent advances in the interactive technologies have transformed the way today's organizations and their different stakeholders learn. Now, because of the increasing learning requirements, neither these organizations nor their stakeholders can afford to be too self‐focused while learning; instead, they collaborate and learn together. Existing theories of learning are not sufficient to explain this complex learning “co‐creation”. Therefore, this paper aims to explore how different actors of a value network co‐create emergent creativity, learning and adaptability in the presence of imposed administrative control and coordination.Design/methodology/approachThe approach adopted in the paper draws on human complex adaptive systems (CAS) perspectives.FindingsWithin the value networks, the emergent and informal constraints imposed by interdependent relationships coexist with the imposed administrative controls. Despite being valuable for planning and coordination, these administrative controls do not foster learning co‐creation, while, within the value networks, the informal emergent dynamics imposed by interdependent relationships, i.e. adaptive leadership, are crucial for co‐creation of emergent learning and creativity. An organization can enable leaders who foster co‐creation of learning, creativity and adaptability; and the interactive technologies boost the adaptive and enabling leadership and support the co‐creation of learning, creativity and adaptability within the value networks.Originality/valueThe research represents the first effort to explore learning “co‐creation” within a value network.

There is a growing body of academic and practitioner literature on Customer Relationship Management (CRM), most of the research in this field being conducted in the Western context. In the emerging countries of Asia, the difference is not only about the level of technology adoption and infrastructure, but also about the way decisions are made the and technology is used to form relations, and the deeply-rooted values of employees and customers who drive the competitive performance of CRM. These contextual peculiarities of CRM have got important implications for the sources of competitive performance in the process of CRM. It has been well accepted that CRM is a strategic initiative. But, surprisingly, the CRM literature is largely silent on the issue of competitive reaction in dynamic markets of emerging Asian economies. In such markets, the domain of CRM is characterized by lots of changes. Managers cannot rely on only static firm's resources that they have assembled to take CRM decisions and drive competitive advantage. Drawing from the theoretical argument in strategic management, i.e., dynamic capability approach, this study identifies sources of competitive performance for the process of CRM in dynamic capability. It is an organization's ability to continuously improve, innovate, and reconfigure resources to match the evolving environmental needs. Information technology (IT) competence has been considered as an important moderator of the relationship between dynamic capability and competitive performance. The study articulates the drivers of dynamic capability for CRM. Further, the study investigates the main effects, as well as the interaction effects of IT and dynamic capability on competitive performance of the CRM process. A questionnaire survey has been conducted, and data collected from a sample of 334 cross-functional executives of 29 organizations from Indian banking, telecom, and retail industry. Some of the important findings of the study are as follows: In the emerging markets of Asia, dynamic capability played a crucial role in gaining competitive CRM performance across all three industries. In the highly dynamic and competitive Indian telecom industry, the dynamic capability played the most important role. Important drivers of dynamic capability also include social networking capability with the other capabilities related to integration and market orientation. Contrary to the findings of the few studies in the Western context, CRM technology had positive effects on competitive CRM performance; it also enhanced the dynamic capability- competitive CRM performance relationships. In the absence of appropriate dynamic capabilities in the CRM process, the use of CRM technology might do more harm than good.

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