Motives and resources for value co-creation in a multi-stakeholder ecosystem: A managerial perspective

Pera, Rebecca; Occhiocupo, Nicoletta; Clarke, Jackie

doi:10.1016/j.jbusres.2016.03.047

Cited by 210 publications

(232 citation statements)

References 48 publications

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“…Focal firms create value by accumulating more suppliers and customers, rather than through agency work (Armstrong 2006). Moreover, the value is co-created with various stakeholders, including complementary providers and customers (Scholten and Scholten 2012;Pera et al 2016).…”

Section: Focal Firm Platform: Network Effectmentioning

confidence: 99%

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Rong

Lin

et al. 2018

Asian Bus Manage

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We explore the emerging body of research focusing on business ecosystems (BEs). The study of inter-organizational relationships has evolved from a focus at the level of firm, to the supply chain, the platform, and now towards the BE. The co-evolution of inter-related organizations is an essential element of BE research, rather than static structure. The success of leading internet companies in Asia, such

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Section: Focal Firm Platform: Network Effectmentioning

confidence: 99%

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Rong

Lin

et al. 2018

Asian Bus Manage

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“…Mačiuliene and Skaržauskiene (2016) identify the following as necessary for value co-creation among diverse stakeholders: 1) capacity for creativity, 2) capacity for aggregating knowledge and 3) capacity for decision. Pera et al (2016) stress the importance of innovative resource integration practices and individual leadership characteristics. Stakeholder interaction aimed at value co-creation depends on the leadership quality and stakeholder involvement capacity of the network leader, be it the owner or another party (Waligo et al, 2014).…”

Section: Stakeholder Value Co-creation and The Perspective Of The Netmentioning

confidence: 99%

“…Stakeholder interaction aimed at value co-creation depends on the leadership quality and stakeholder involvement capacity of the network leader, be it the owner or another party (Waligo et al, 2014). Similar to dyadic relations between innovators and end users, relational capabilities appear as a crucial antecedent of value co-creation in a network, especially when paired with enablers such as trust, inclusiveness and openness (Carroll & Helfert, 2015;Kohtamäki, Partanen, & Möller, 2013;Murthy, Padhi, Gupta, & Kapil, 2016;Pera et al, 2016). Relational capabilities play a significant role in enabling organisations to engage in open dialogue with their end users and to develop close relationships with the other stakeholders in the network (Mostafa, 2016;Ramaswamy & Ozcan, 2016), even in asymmetrical relationships in which partners have different sizes and characterisations (Ngugi, Johnsen, & Erdélyi, 2010;Pérez & Cambra-Fierro, 2015).…”

Section: Stakeholder Value Co-creation and The Perspective Of The Netmentioning

confidence: 99%

Managing Innovation Processes Through Value Co-Creation: A Process Case From Business-to-Business Service Practise

Nardelli¹,

Broumels

2018

Int. J. Innov. Mgt.

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Value co-creation is a specific type of collaboration that is considered to be an innovative and interactive process between end users and organizations; it aims to increase the value of a product or service. This study investigates how a network of stakeholders collaborating to manage innovation openly co-creates value over time; it contributes to the existing literature on value co-creation by taking the perspective of the network as a whole. The study follows a case in which value co-creation unfolds over time across a network of stakeholders within the business-to-business facility service context. The in-depth longitudinal investigation of a network composed of a corporate customer and its external facility service providers revealed that a network of stakeholders co-creates value over time by (i) offering an adaptable structure for the network to organize innovation activities and establish support routines, (ii) facilitating interactions to support stakeholder relation development and (iii) allowing participants to achieve self-empowerment. Therefore, stakeholder value co-creation entails the combination of single value co-creation activities and overarching network progressions that allow for learning and inter-organizational trust among stakeholders.

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“…Therefore, the enterprise's co-creative orientation will affect the process of service branding. The enterprise value co-creation guidance is a kind of enterprise organization level construction and the service enterprise whole to the value altogether creates the guiding belief and the culture, belongs to the service enterprise market direction [19]. According to the theory of value co-creation, the basic idea of this orientation is to benefit from the whole service ecosystem.…”

Section: Co-creation Orientationmentioning

confidence: 99%

Service Branding: A Perspective of Value Co-Creation Orientation

Li¹,

Wei²

2018

JSSM

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This paper gives a general thinking for service branding through the perspective of value co-creation orientation. Firstly, the paper reviews the background of service branding from service marketing and product brand. And then the paper discusses the process of service branding in ways of different models. The perspective of value co-creation orientation comes from S-D logic. Based on the changing from goods dominant logic to S-D logic, service branding process has been changed into different parts. We have a further discussion on this perspective and give some further research directions in order to enrich this area.

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Motives and resources for value co-creation in a multi-stakeholder ecosystem: A managerial perspective

Cited by 210 publications

References 48 publications

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Managing Innovation Processes Through Value Co-Creation: A Process Case From Business-to-Business Service Practise

Service Branding: A Perspective of Value Co-Creation Orientation

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