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Archives: Literature


Customer’s operant resources effects on co-creation activities

Alves H., Ferreira J.J., Fernandes C.I. (2016)

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Research Paper
Abstract: This study analyses the influence of client operant resources, in the form of self-efficacy, bridging social capital and customer expertise, on co-creation activities with companies and the customer resulting perceived benefits. A quantitative study, based on a sample of 362 consumers was carried out to test a model that sets out the relationships among the variables in analysis. The results demonstrate not only how operant resources do effectively contribute towards explaining a certain percentage of the variation in customer co-creation activities, but also how this resources influence gets boosted by the efforts companies make to educate their customers. The results also show that co-creation with the firm enhances customer perceived benefits.


Study showing customer operant resources and impact on co-creation of value/perceived benefits
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The service-dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy

Madhavaram, S., Hunt, S.D. (2008)

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Research Paper
Abstract: Marketing’s evolution toward a new dominant logic requires the focus of marketing to be on the intangible, dynamic, operant resources that are at the heart of competitive advantage and performance. First, building on resource-advantage theory's notion of basic resources and higher-order resources, this article proposes a hierarchy of basic, composite, and interconnected operant resources. Second, reviewing research on business strategy and marketing strategy, several resources that correspond to the proposed hierarchy are identified and discussed. Third, the notion of developing masterful operant resources is introduced. Fourth, based on the proposed hierarchy and the notion of masterful operant resources, some exemplars of potential research avenues for marketing strategy are provided. Finally, the article concludes with the discussion of implications for marketing practitioners, researchers and educators. In sum, this article extends and elaborates the concept of operant resources in the service-dominant logic of marketing.


Hierarchy of operant resources: basic, composite, and interconnected. Used on https://solvinnov.com/operant-resources-are-the-fundamental-source-of-strategic-benefit/
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Steps Toward a Science of Service Systems

Spohrer, J. & Maglio, P. & Bailey, J., Gruhl, D. (2007)

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Research Paper
Abstract: The service sector – which includes government, education, medical and healthcare, banking and insurance, consulting, information technology services, retail and wholesale, tourism and hospitality, entertainment, transportation and logistics, and legal among others – accounts for most of the world’s economic activity, but is the least studied and least understood part of the economy. Innovation in service in particular is not approached as systematically as innovation in agriculture and manufacturing, which have experienced large productivity and quality gains in the last two hundred years. To remedy this, we propose developing a science of service, which aims to provide theory and practice around service innovation. In this paper, we show progress toward this, arguing that the proper basic category is the service system in which entities exchange performance of beneficial action, and that a service system can be understood as a system composed of people and technologies that adaptively computes and adjusts to the changing value of knowledge in the system.


service system = system in which entities exchange performance of beneficial action And that a service system can be understood as a system composed of people and technologies that adaptively computes and adjusts to the changing value of knowledge in the system
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Service Logic Revisited: Who Creates Value? And Who Co‐creates?

Grönroos, C. (2008)

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Research Paper
Abstract: Purpose – In the discussion on service-dominant logic and its consequences for value creation and marketing the inner meaning of the value-in-use notion and the nature of service marketing have not been considered thoroughly. The purpose of this paper is to analyze the meaning of a service logic as a logic for consumption and provision, respectively, and explore the consequences for value creation and marketing. Design/methodology/approach – Being a research-based paper, the topic is approached by theoretical analysis and conceptual development. Findings – Discussing the differences between value-in-exchange and value-in-use, the paper concludes that value-in-exchange in essence concerns resources used as a value foundation which are aimed at facilitating customers' fulfilment of value-in-use. When accepting value-in-use as a foundational value creation concept customers are the value creators. Adopting a service logic makes it possible for firms to get involved with their customers' value-generating processes, and the market offering is expanded to including firm-customer interactions. In this way, the supplier can become a co-creator of value with its customers. Drawing on the analysis, ten concluding service logic propositions are put forward. Research limitations/implications – The analysis provides a foundation for further development of a service logic for customers and suppliers, respectively, (“service logic” is preferred over the normally used “service-dominant logic”) as well for further analysis of the marketing consequences of adopting such a business and marketing logic. Practical implications – Marketing practitioners will find new ways of understanding customers' value creation and of developing marketing strategies with an aim to engage suppliers with their customers' consumption processes in order to enhance customer satisfaction. Originality/value – For a scholarly audience, the paper provides a more truly service-centric understanding of value creation and of its marketing consequences. For a practitioner audience, it offers service-based means of further developing marketing practices.


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Studying customers’ resource integration by service employees in interactional value co-creation

Plé, L. (2016)

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Research Paper
Abstract: Purpose – Noting that resource integration is a pivotal dimension of value co-creation in Service-Dominant logic, this paper aims to explore how service employees engaged in co-creation processes with customers integrate the latter’s resources. Design/methodology/approach – To address the limitations of previous research on customer resources and their integration by service employees, this study turns to the concept of customer participation to identify the nature of customers’ resources. A conceptual framework of their integration by service employees underpins nine key propositions. This foundation leads to the development of theoretical contributions, managerial implications and avenues for research. Findings – Customers can use 12 types of resources in value co-creation. Contrasting with earlier findings, the conceptual framework reveals that service employees may not only integrate these customers’ resources but also either misintegrate or not integrate them. Non-integration and misintegration may be intentional or accidental. Accordingly, value co-creation or co-destruction may result from interactions. Research limitations/implications – This conceptual and exploratory text requires complementary theoretical and empirical investigations. It also does not adopt an ecosystems view of co-creation. Practical implications – Knowing the different steps of resource integration and what influences them should increase the chances of value co-creation and limit the risks of value co-destruction. Originality/value – Scant research has examined the nature of customer resources and how service employees integrate them. This paper also is the first to distinguish among resource integration, misintegration and non-integration.


Amongst other things, a list of customer resources that can be brought to the table informational resources; emotional resources; physical resources; financial resources; temporal resources; behavioral resources; relational resources; social resources; cultural resources; role-related resources (role size, role awareness and role clarity); customer ability; and customer willingness.
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Co-creation and co-destruction:: A practice-theory based study of interactive value formation

Echeverri, P., Skålén, P. (2011)

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Research Paper
Abstract: Drawing on an empirical study of public transport, this paper studies interactive value formation at the provider-customer interface, from a practice-theory perspective. In contrast to the bulk of previous research, it argues that interactive value formation is not only associated with value co- creation but also with value co-destruction. In addition, the paper also identifies five interaction value practices – informing, greeting, delivering, charging, and helping—and theorizes how interactive value formation takes place as well as how value is inter-subjectively assessed by actors at the provider-customer interface. Furthermore, the paper also distinguishes between four types of interactive value formation praxis corresponding with four subject positions which practitioners step into when engaging in interactive value formation.


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Why Do We Need Research on Value Co-destruction?

Plé, L. (2017)

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Research Paper
Abstract: Because of the etymology of the word ‘value’, this article argues that value co-creation research and practice have been biased from their early days. Value co-destruction appears then as a concept that enables to keep some distance from this bias, and to have a better and more realistic understanding of value processes. More research on this topic is thus needed, especially in the rapidly growing context of ecosystems that make the analysis of value co-creation and value co-destruction even more complex. Finally, the article contends that research on co-destruction is a necessary, but not sufficient, step to depart from the etymological bias on value. To that end, it calls for a renewed value-related terminology to make it more encompassing, less biased and closer to real business life.


“It is important to note that value co-destruction can occur for all or just one of the parties involved in an interaction. Thus, value co-destruction may also coexist with value imbalances among interacting actors.”
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