Service research and marketing theory have found value co-creation to be a key element in the business-to-business (B2B) context. Value can also be co-destroyed by the same actors who interact to create it. However, very few studies have examined service provider-customer work practices when value co-destruction (VCD) occurs. In this qualitative study, we approach VCD by combining social interactions and resource integration practices with a notion of value that reveals its multiform nature. We adopt a value definition that enables us to show that the notion of co-creation and co-destruction should be viewed conceptually as representing a value variation space rather than as being dichotomous or mutually exclusive. Our research allows practitioners to recognize and contrast VCD, as it emerges and impacts their B2B relations.

This chapter explores the value co-destruction and deviant behavior during multiple actors' online interactions. While several studies have highlighted its benefits, researchers have often failed to consider the negative consequences of these interactions. Previous studies focused on offline dyadic interactions and have not completely explained the causes of these problematic interactions in an online context. To this end, by using JetStar Airways, this chapter explores VCD by investigating the online context of the tourism industry, as characterized by the often complex relations among multiple actors. This study contributes from a theoretical standpoint by extending VCC literature considering the negative consequences of deviant behaviors in an online context and by identifying five deviant behaviors related to multiple actors' interaction: performing illegal actions, supporting illegal actions, making insults, lacking transparency, and providing false information. This chapter provides guidance to practitioners on how to handle an interactive crisis caused by deviant behaviors.

Outside-in, inside-out, and blended marketing strategy perspectives represent an unbroken line of inquiry. Nonetheless, still few studies have empirically explored the distinctive characteristics of these three marketing strategy approaches. This study performs an in-depth retrospective longitudinal case study to explore how outside-in, inside-out, and blended marketing strategy approaches evolved. With this article, we enrich the marketing strategy debate by elucidating the in-depth features of the three approaches. This work also provides practitioners with a useful managerial diagnostic tool through which to identify firms’ marketing strategy approach, and potential mismatches with the environment.

Purpose The purpose of this paper is to answer fundamental questions on the perceived value of active senior visitors (55+ years old) in the context of cultural heritage sites, when using immersive technologies, conceptualizing technological experience by illustrating an extended space in the pre, during and post phases of visits. Furthermore, it will reveal a better understanding of digital transformation opportunities and risks in the tourism industry and its related sectors regarding active senior travelers and it will further provide some insights and tools that are required to follow. Design/methodology/approach Since the authors are studying a population that is thus far not fluent in the means of digital opportunities, the authors will conduct two semi-structured interviews before and after visits to the museums in order to lower the level of emotional bias responses. Moreover, observations of the participants’ interaction with technological devices will be assessed during their visit. Findings Current findings enrich the theoretical perspective of perceived value. First, they extend our knowledge on the perceived consumers’ value of active senior visitors in the application of immersive technologies pertaining to archeological museums. They also shed new light on the different dimensions of the perceived value (epistemic value, functional value, hedonic value and social value) of active senior visitors concerning museum transformation. Third, they provide an integrative framework for extending the boundaries of the museum technological visit experience, linking the pre-, during-, and post-visit phases. Research limitations/implications Having a longitudinal study that evaluates the same population of seniors over a longer period would enhance our understanding of perception and adoption behavior in non-users. It entails the dimensions that are necessary from a theoretical and managerial point of view, thus contributing to strategic planning for museum managers who are planning on going digital in the coming years aiming at creating further value and satisfaction for their active senior visitors to cultural heritage sites. Originality/value The majority of research concerning technological developments and experiences to date has focused on holistic views studying different stakeholders’ perspectives or on digital natives’ perception regarding museum digital transformation. However, only few studies have evaluated the perceived value of active senior travelers and their overall satisfaction when visiting museums that became digital.

No abstract