Value co-creation as a complex adaptive process

Polese, Francesco; Mele, Cristina; Gummesson, Evert

doi:10.1108/jstp-07-2017-0111

Cited by 62 publications

(61 citation statements)

References 19 publications

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“…This is touched upon as new and innovative products and services that meet a real need but also include strategic relations and alliances with strategic partners and competencies. Phil talked about 'focus on introducing new products that satisfy a need' and Chiara underlined the 'creating value together' that relate to an understanding of value being created in collaboration in value co-creation processes in value networks and among alliances (Payne et al, 2008;Polese et al, 2017).…”

Section: Data Analysis and Resultsmentioning

confidence: 99%

“…Giving importance and primary attention to value in use also adheres to the understanding that actors do not obtain value directly from the product itself but rather from its use, processing or consumption and by interacting with other entities interested or involved in the value-creation process (Katzan, 2008;Polese et al, 2017). Thus, at its core, this perspective argues that value in its essence is co-created by actors.…”

Section: Value In Exchange and Value In Use And Contextmentioning

confidence: 99%

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On value and value creation: perspectives from board research and practice in SMEs

Hamidi¹

2019

Research Handbook on Boards of Directors

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and key wordsWhile corporate governance research has been evolving over the last decade, it still has challenges to deal with. In this chapter we will discuss the contributions of the board of directors to value and value creation. This study reveals that, independent of the context of the board, there will be various definitions and perceptions about value and consequently on value creation in firms. In addition to a literature review of recent research on the governance of SMEs with a focus on value and value creation, results from interviews with board directors on SME boards are presented and reveal what directors perceive to be value and what they aim to do to create value. While research supports the practitioners' perspective on value and value creation, there seems to be a disproportionate focus on financial performance and the structural aspects of boards in corporate governance research, which is not supported by the practitioners' perspective. Abstract 5116 1 SME* Abstract 6280 2 small* Abstract 85414 2 small* Abstract 53315 3 medium* Abstract 21614 3 medium* Abstract 18276 4 1 OR 2 OR 3 103634 4 1 OR 2 OR 3 67662 5 Board* Abstract 21371 5 Board* Abstract 12466 6 Director* Abstract 14572 6 Director* Abstract 9413 7 Govern* Abstract 99759 7 Govern* Abstract 68072 8 5 OR 6 OR 7 123758 8 5 OR 6 OR 7

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Section: Data Analysis and Resultsmentioning

confidence: 99%

Section: Value In Exchange and Value In Use And Contextmentioning

confidence: 99%

On value and value creation: perspectives from board research and practice in SMEs

Hamidi¹

2019

Research Handbook on Boards of Directors

View full text Add to dashboard Cite

show abstract

“…It is absolutely necessary to guide the customers to participate in the effective value co-creation [21]. In addition, the findings show that in the three dimensions of the value co-creation, the common problem-solving has the most obvious driving effect on the customer's cognitive value, which shows that it is often difficult to predict problems in the process of providing the knowledge-intensive industry service which is mainly characterized by uncertainty, customization and complexity.…”

Section: Discussionmentioning

confidence: 97%

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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“…These authors also point to the fact that one form of cocreation can jointly exist with others. Thus, in a cocreation framework value is created for all actors through a win-win perspective [74]. In this regard, the inclusion of various agents that can form part of the cocreation value process becomes the very reason that the output can be so attractive [75,76].…”

Section: Marketing Innovation and Value Cocreationmentioning

confidence: 99%

Organizational Capabilities, Value Cocreation, and Marketing Innovation: How Well Are We Prepared to Face Future Challenges?

Valenzuela-Fernández¹,

Peñaloza-Briones²

2020

Modern Perspectives in Business Applications

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The purpose of this chapter is to discuss the importance of management and strategic development, as well as network management and market orientation, in the results of innovation in marketing and collaboration of companies. In addition, the authors analyze how collaboration with other agents of interest is fundamental for the change of projects to have strategic impact, that is, for there to be a relationship between the development efforts of the area and the results of the business. Hence, the relevance of business models and the existence of dynamic capabilities to create value to the organization, the client, and society are analyzed. Coupled with the authors' empirical examination of the degree of collaboration that Chilean industrial companies have achieved, the main contributions of this chapter are (1) an explanatory study that provides a systematic analysis of literature regarding innovation organizational capabilities; (2) identification of three aspects of structure of a company's network, market orientation, and strategic development, which are relevant to consider when establishing superior performance; and (3) generation of empirical evidence through a study applied to companies of the business-to-business sector in Chile using a self-administered survey method and presentation of results at the variable level.

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Value co-creation as a complex adaptive process

Cited by 62 publications

References 19 publications

On value and value creation: perspectives from board research and practice in SMEs

On value and value creation: perspectives from board research and practice in SMEs

Service Branding: A Perspective of Value Co-Creation Orientation

Organizational Capabilities, Value Cocreation, and Marketing Innovation: How Well Are We Prepared to Face Future Challenges?

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