Value co-creation between firms and customers: The role of big data-based cooperative assets

Xie, Kang; Wu, Yingjie; Xiao, Jinghua; Hu, Qing

doi:10.1016/j.im.2016.06.003

Cited by 212 publications

(185 citation statements)

References 61 publications

(119 reference statements)

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“…Communication platforms support participants group communication, sharing and opinion expressions, such as social media, including Facebook and WeChat [19]. Participative platforms attract customers to participate actively in product improvement and to configure new service or business decision with the company together, for example, a company motivate and invite customers to participate in new product R&D [25].…”

Section: Mobile Platformmentioning

confidence: 99%

“…Nowadays, the mobile platform, with its advantages of low cost, portability, and connectivity, is believed to give a great chance to narrow all political, social participation and economic divide and achieve related social inclusion [23,24]. Through connecting multi-actors and integrating different resources [18,19], the mobile platform can enhance transactional efficiency [25], facilitate interactions [26] and promote community building [27]. Studies have shown that mobile platform not only eliminates digital divide, but also play a vital role in communication and social participation.…”

Section: Introductionmentioning

confidence: 99%

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From Digital Divide to Social Inclusion: A Tale of Mobile Platform Empowerment in Rural Areas

Yang

2020

Sustainability

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The digital divide in rural areas is an important social issue, especially in developing countries. Although Internet and broadband penetration have increased in the world generally, there are many obstacles for rural China to get access to ICT (Information and Communication Technology) and its services. The mobile platform is regarded as a novel and effective tool to reduce the digital divide. Based on a case of one mobile platform, namely WeCountry in Chinese rural areas, this study illustrates how a mobile platform bridges the digital divide and helps rural areas achieve social inclusion. Results show that: (1) the mobile platform mainly acts on the digital capability divide elimination, and it has to guide and increase users’ usage capability; (2) the mobile platform can empower villagers in structural, psychological, and resource dimensions, achieving political inclusion, social participation inclusion, and economic inclusion; (3) platform providers and government are key organizations during the divide elimination process. This paper concludes with theoretical and practical implications.

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Section: Mobile Platformmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

From Digital Divide to Social Inclusion: A Tale of Mobile Platform Empowerment in Rural Areas

Yang

2020

Sustainability

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“…Social media technologies significantly reinforce individual customers' utilization of social networking resources, promote inter-group interactions, and enhance the interpersonal influence, thus giving rise to consumer empowerment [18,21]. The diversity of resources owned by individual customer determines his/her influence within the social network and the value to engagement [37]. In this study, we focused on customer engagement in marketing and divide customers into two general categories: exceptional customers who own heterogeneous personal resources that differ from firm-owned, thus showing significant influence on other customers' purchasing decisions, and average customers who are susceptible to others rather than influencing others.…”

Section: Empowerment and Exceptional Customersmentioning

confidence: 99%

The Role of Social Media Technologies in Service Innovation: Perceptions of Exceptional-customer-engaged Value Co-creation

Wu¹,

Xiao²,

Xie

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Social media technologies have greatly facilitated customers' self-empowerment, and have given rise to a handful of exceptional customers who engage in service innovation. Compared with the more common customer behaviors like word-of-mouth and reviewand-feedback, exceptional customers actively integrate their heterogeneous resources and creatively cooperate with firms to innovate service. Nevertheless, there have been relatively few studies on how information technologies enable such customer engagement and the co-creation of service innovation. We adopted a qualitative approach and conducted a comparative analysis of two cases, including a pair of firms and their cooperating exceptional customers, to reveal two value co-creation mechanisms enabled by social media technologies: customers as communicators who facilitate the individualization of product promotion through resource sharing and digital engagement with firms; and customers as innovators who facilitate the individualization of brand design through resource convergence and co-creation of new value propositions with firms. This study discovered the enabler role of social media technologies in service innovation and value cocreation between firms and exceptional customers, as well as a theoretical basis and practical guidance for market innovation in the digital era.

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“…2.1 SERVICE STANDARDIZATION VERSUS UNIQUENESS Each service transaction may result in a particular set of circumstances, either in response to a specific client problem or as a result of production on demand (Gallouj and Weinstein, 1997a). In addition, high degrees of interaction with clients can lead to the development of customized products (Xie et al, 2016;Vence and Trigo, 2009a). The chances of improving efficiency through codification, so as to achieve standardization, are reduced where "bespoke service provision" exists (Bettiol et al, 2012) or where it is unlikely the customer's problem will be repeated (Sundbo, 1997).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…There is more interaction and feedback from customers in services than in manufacturing (Kindstrom and Kowalkowski, 2009), and likely this has been partly driven by value creation from big data in the digital age (Xie et al, 2016). The degree of interaction between service provider and client has been identified as a key difference between services and manufacturing activities (Burton, 2017;Gallouj and Weinstein, 1997a) contributing to successful innovation in services (Alam, 2006;Sundbo, 1997) and improving service-firm performance (Salunke et al, 2013;Agarwal and Selen, 2009;Carbonell et al, 2009;Frambach et al, 1998;Haliday and Troth, 2010;, Melton and Hartline, 2010).…”

Section: Customer-provider Interactionmentioning

confidence: 99%

Knowledge Asymmetries and Service Management: Three Case Studies

Walsh

O’Brien

2018

J. Info. Know. Mgmt.

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The purpose of this paper is to investigate how information systems are used by knowledge-intensive service firms and identify their effects on client–provider interactions. The paper uses data from case studies of service-related departments of three multinational firms. We identified several broad trends present in all three case companies. The required degree of knowledge specialisation, coupled with the ability to leverage knowledge created during service interactions resulted in high degrees of knowledge asymmetries between service provider and clients, which led to clients becoming the recipients of knowledge rather than co-creators. Differences between the cases related to the varying degrees to which information systems had been used to support service interactions. We therefore provide a model that outlines three key phases of activity. Individualisation involves the categorisation and location of tacit knowledge. This was followed by the codification and leveraging of service interactions through standardisation. Finally, the ability to provide alternative, more customised services, was achieved through modularisation. Increasing levels of specialisation of labour resulted in increasing knowledge asymmetries between service provider and client, reducing the need for client participation and co-production. Firms progress through three stages of development using information systems to support leveraging knowledge required for service delivery. The findings are based on case studies of departments within three multinational firms and would benefit from further empirical testing. The paper contributes to the existing literature in several ways. It focusses specifically on knowledge-intensive service firms, where labour is highly specialised. It gives information systems an explicit and significant role in examining how service elements may be leveraged. Finally, it outlines an exploratory model for managing this process.

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Value co-creation between firms and customers: The role of big data-based cooperative assets

Cited by 212 publications

References 61 publications

From Digital Divide to Social Inclusion: A Tale of Mobile Platform Empowerment in Rural Areas

From Digital Divide to Social Inclusion: A Tale of Mobile Platform Empowerment in Rural Areas

The Role of Social Media Technologies in Service Innovation: Perceptions of Exceptional-customer-engaged Value Co-creation

Knowledge Asymmetries and Service Management: Three Case Studies

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