An Introduction to a Value Co-Creation Model. Viability, Syntropy and Resonance in Dyadic Interaction

Purpose – This paper applies the Viable Systems Approach (VSA) to the study of individuals and organizations’ viability, interpreting their life dynamics as interaction processes activated by the pursuing of goals and by the need to gain access to resources. Design/methodology/approach – The paper takes the Viable Systems Approach as a framework of reference to draw theoretical and methodological contributions of systems thinking in business management. Findings – A viable systems’ value co-creation model is developed by integrating the contributions of several recent theoretical advances which propose a systemic interpretation of the concept of value. The VSA contributes to highlight the subjective, contextual, emergent and interactional nature of value, and to put forward a view of viable systems’ interactions as value cocreation processes through which they synergistically achieve their goals by effectively integrating resources. Research limitations/implications – The paper findings effectively deal with conceptual problems but should be integrated with empirical research. Practical implications – The paper has relevant managerial implications that suggest that decision makers should open their minds to the exploration of new approaches by building on their capability of envisioning future scenarios and being committed in creating them. Originality/value – The deepening of viable systems’ interaction dynamics allows recognizing the syntropic action of the system’s finality in activating interaction and committing actors toward a resonant achievement of their goals. A reverse causality hypothesis emerges, revealing the laws behind individuals and organizations’ behaviour, and suggesting to rethink business management models by accomplishing a change in perspective from a past to a future based view.