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The purpose of this paper is to understand the beginning of value co-creation by uncovering the roles, efforts, and desired outcomes of employees and how they affect employees’ responses to their firm’s co-creation initiatives.Design/methodology/approachThis study applies a single case study to explore micro-level processes at the beginning of value co-creation informed by a case about how a Taiwanese firm moved from a conventional to a co-creative business model.FindingsThe case study findings affirm nine subthemes that underlie three key themes: co-creation dynamics, efforts, and betterment. The authors provide a value co-creation framework that is informed by nine subthemes derived from interview data.Research limitations/implicationsCurrent literature on understanding value co-creation processes focuses on formalized co-creation processes which produce diverse and contextually dependent findings. The authors contribute to current value co-creation literature by offering convergent insights into the interplay of dynamics, efforts, and betterment experienced by employees transitioning to a value co-creation process.Practical implicationsThe authors offer a diagnostic value co-creation checklist and propose three benefits of using the checklist, which can help managers mitigate the uncertainty that arises during the transition from a conventional to a co-creation firm.Originality/valueThe study responds to calls for research to investigate where and when the co-creation of value emerges, value co-creation behavior from employees’ point of view, and employees’ roles in the co-creation of value.
Journal of Service Theory and Practice – Emerald Publishing
Published: Oct 26, 2017
Keywords: Employee engagement; Value co-creation; Betterment
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