When value co-creation fails: Reasons that lead to value co-destruction
Järvi, Henna; Kähkönen, Anni-Kaisa; Torvinen, Hannu (2018-01-13)
Post-print / Final draft
Järvi, Henna
Kähkönen, Anni-Kaisa
Torvinen, Hannu
13.01.2018
Scandinavian Journal of Management
34
1
63-77
Elsevier
School of Business and Management
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202002064716
https://urn.fi/URN:NBN:fi-fe202002064716
Tiivistelmä
Value co-destruction is a possible outcome of business, public and consumer collaboration. We examine reasons that lead to value co-destruction and when these reasons emerge. Since previous research on the topic is limited, our research approach is abductive qualitative research. The empirical data emerges from 19 semi-structured interviews conducted in seven organizations operating in Finland. Results indicate that value co-destruction emerges due to eight reasons. Our empirically grounded framework for value co-destruction demonstrates when these reasons emerge (before or after the collaboration or interaction) or they are time-independent. Results provide important insights for academics and managers into how value co-creation efforts can have negative outcomes and at what stage each reason is more likely to happen.
Lähdeviite
Järvi, H., Kähkönen, A.-K., Torvinen, H. (2018). When value co-creation fails: Reasons that lead to value co-destruction. Scandinavian Journal of Management, vol. 34, issue 1. pp. 63-77. DOI: 10.1016/j.scaman.2018.01.002
Kokoelmat
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