Accessibility navigation


Value co-creation in the B2B context: a conceptual framework and its implications

Pathak, B., Ashok, M. ORCID: https://orcid.org/0000-0002-9827-9104 and Tan, Y. L. (2021) Value co-creation in the B2B context: a conceptual framework and its implications. The Service Industries Journal. ISSN 1743-9507 (In Press)

[img] Text - Accepted Version
· Restricted to Repository staff only
· The Copyright of this document has not been checked yet. This may affect its availability.

694kB

It is advisable to refer to the publisher's version if you intend to cite from this work. See Guidance on citing.

Abstract/Summary

This study aims to bring a renewed focus on Value Co-Creation (VCC) between an organisation (service provider) and its customers in the business-to-business (B2B) context. From the literature review, a conceptual framework of factors affecting VCC was developed by adding Customer to the Technology-Organisation-Environment framework (T-O-E). The enhanced Customer-Organisation-Technology-Environment (C-O-T-E) framework was empirically investigated from the focal firms’ perspectives using semi-structured interviews with seventeen executives from knowledge-intensive service organisations. The research captured a total of sixteen factors affecting VCC and highlighted co-conception for competition as a new form of co-creation, where the customer-service provider’s long-term relationship positively enables a competitive strategy. These findings have significant implications for how service providers achieve competitive advantage in a challenging B2B marketplace.

Item Type:Article
Refereed:Yes
Divisions:Henley Business School > Business Informatics, Systems and Accounting
ID Code:100504
Publisher:Routledge

University Staff: Request a correction | Centaur Editors: Update this record

Page navigation