Value co-creation is one of the cornerstones of the S-D logic (Vargo and Lusch 2004, 2006, 2010). On discussing value co-creation it is necessary to acknowledge that: 1. There are different levels at which value co-creation can occur. These are: co-conception of idea, co-design, co-production, co promotion, co-pricing, co-distribution, co-consumption, co maintenance, co-disposal, co-outsourcing, co-creation of meaning, and co-experiencing (Frow el al 2010). 2. Actors have different understandings of the nature of interaction required in the value co-creation process (Vargo and Lusch 2010). This paper will focus on the second aspect: the nature of interaction required in the value co-creation process. Within the marketing and strategy literature considerable attention has been given to value co-creation dating back the pioneering work by Prahalad and Ranmaswamy (2000). Alternatively, the Configuration theory, structuration theory, effectuation theory and governance theory are a set of organizational theories that can be drawn on to explain the nature of collaboration within dyadic and network interactions. Specifically, the paper will adopt a particular System Theory perspective known as the Viable Systems Approach (Golinelli, 2000, 2005, 2009; Barile, 2000; 2008; AA.VV., 2011) to integrate these organizational theories. The aim is to look at how, combined, these theories contribute to the development of the S-D logic. The paper starts by addressing the shift within the literature from value creation to value co-creation and the complexity associated to the co-creation process. Next, the paper’s interpretative lens, the Viable System Approach, is introduced. Third, the organizational theory (Configuration theory, Structuration theory, Effectuation theory and Governance theory) that look at issues of collaboration are briefly discussed and linked to the topic of value co-creation. Then the four organizational theories are integrated with the aid of the Viable System Approach. The paper closes with a set of conclusions and suggestions for future research.

Theoretical Underpinning to Successful Value Co-creation

POLESE, Francesco;
2011

Abstract

Value co-creation is one of the cornerstones of the S-D logic (Vargo and Lusch 2004, 2006, 2010). On discussing value co-creation it is necessary to acknowledge that: 1. There are different levels at which value co-creation can occur. These are: co-conception of idea, co-design, co-production, co promotion, co-pricing, co-distribution, co-consumption, co maintenance, co-disposal, co-outsourcing, co-creation of meaning, and co-experiencing (Frow el al 2010). 2. Actors have different understandings of the nature of interaction required in the value co-creation process (Vargo and Lusch 2010). This paper will focus on the second aspect: the nature of interaction required in the value co-creation process. Within the marketing and strategy literature considerable attention has been given to value co-creation dating back the pioneering work by Prahalad and Ranmaswamy (2000). Alternatively, the Configuration theory, structuration theory, effectuation theory and governance theory are a set of organizational theories that can be drawn on to explain the nature of collaboration within dyadic and network interactions. Specifically, the paper will adopt a particular System Theory perspective known as the Viable Systems Approach (Golinelli, 2000, 2005, 2009; Barile, 2000; 2008; AA.VV., 2011) to integrate these organizational theories. The aim is to look at how, combined, these theories contribute to the development of the S-D logic. The paper starts by addressing the shift within the literature from value creation to value co-creation and the complexity associated to the co-creation process. Next, the paper’s interpretative lens, the Viable System Approach, is introduced. Third, the organizational theory (Configuration theory, Structuration theory, Effectuation theory and Governance theory) that look at issues of collaboration are briefly discussed and linked to the topic of value co-creation. Then the four organizational theories are integrated with the aid of the Viable System Approach. The paper closes with a set of conclusions and suggestions for future research.
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11386/3107596
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