Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 56, 2016 DOI: 10.1016/j.indmarman.2016.03.012
Accepted author manuscript, 261 KB, PDF document
Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - Value co-creation practices and capabilities
T2 - sustained purposeful engagement across B2B systems
AU - Marcos-Cuevas, Javier
AU - Nätti, Satu
AU - Palo, Teea Erja Marjaana
AU - Baumann, Jasmin
N1 - This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 56, 2016 DOI: 10.1016/j.indmarman.2016.03.012
PY - 2016/7
Y1 - 2016/7
N2 - The paradigm of value co-creation in business markets is now well established in the marketing literature. However, the practices and capabilities for collaborative value co-creation are less understood, particularly in increasingly boundary-less interorganizational, network and ecosystem relationships. This paper describes sets of practices that organizations in business markets adopt to co-create value. We provide a theoretically-grounded, empirically-informed classification of value co-creating practices, identifying the underlying capabilities needed to realize value in B2B systems. We adopt a case study approach utilizing various methods of data collection to explore co-creation practices from four organizations. The analysis reveals that ‘sustained purposeful engagement’ underpins the organizations' ability to co-create and capture value. Implications for organizations willing to develop co-creation capabilities and practices are discussed.
AB - The paradigm of value co-creation in business markets is now well established in the marketing literature. However, the practices and capabilities for collaborative value co-creation are less understood, particularly in increasingly boundary-less interorganizational, network and ecosystem relationships. This paper describes sets of practices that organizations in business markets adopt to co-create value. We provide a theoretically-grounded, empirically-informed classification of value co-creating practices, identifying the underlying capabilities needed to realize value in B2B systems. We adopt a case study approach utilizing various methods of data collection to explore co-creation practices from four organizations. The analysis reveals that ‘sustained purposeful engagement’ underpins the organizations' ability to co-create and capture value. Implications for organizations willing to develop co-creation capabilities and practices are discussed.
KW - Value co-creation
KW - Organizational practices
KW - Organizational capabilities
KW - Co-production
KW - B2B networks
U2 - 10.1016/j.indmarman.2016.03.012
DO - 10.1016/j.indmarman.2016.03.012
M3 - Journal article
VL - 56
SP - 97
EP - 107
JO - Industrial Marketing Management
JF - Industrial Marketing Management
SN - 0019-8501
ER -