Value co-destruction in interfirm relationships

Value co-destruction is emerging as an important way to conceptualize non-positive outcomes from actor-to-actor interactions. However, current research in this area neither offers a clear way to understand how value co-destruction manifests nor does it consider the role of actor engagement behaviors. Drawing on a case study in the aerospace industry, the present study begins by identifying and describing two ways in which actor perceptions of value co-destruction form: goal prevention and net deficits. Next, the study identifies and describes nine actor engagement behaviors that moderate actor experiences of value co-destruction. The study also unpacks these concepts at both the actor-to-actor and service ecosystem levels. The article concludes with implications for marketing theory and practice.

[1]  Marietta L. Baba,et al.  Two Sides to Every Story: An Ethnohistorical Approach to Organizational Partnerships , 1988 .

[2]  Stephen L. Vargo,et al.  Institutions and axioms: an extension and update of service-dominant logic , 2016 .

[3]  Jan H. Schumann,et al.  Service Locus of Control and Customer Coproduction , 2012 .

[4]  Simon S. K. Lam,et al.  Is Customer Participation in Value Creation a Double-Edged Sword? Evidence from Professional Financial Services across Cultures , 2010 .

[5]  P. Berger,et al.  The Social Construction of Reality , 1966 .

[6]  Cristina Mele,et al.  Conflicts and value co-creation in project networks , 2011 .

[7]  Jagdip Singh,et al.  Do Frontline Mechanisms Matter? Impact of Quality and Productivity Orientations on Unit Revenue, Efficiency, and Customer Satisfaction , 2008 .

[8]  Tom J. Brown,et al.  How and When Does Customer Orientation Influence Frontline Employee Job Outcomes? A Meta-Analytic Evaluation , 2012 .

[9]  A. Eide.  Life Stories , 2012, Social Research Matters.

[10]  Jagdip Singh.  Performance Productivity and Quality of Frontline Employees in Service Organizations , 2000 .

[11]  A. Dubois,et al.  “Systematic combining”—A decade later , 2014 .

[12]  Johan Hultman,et al.  Managing the politics of value propositions , 2014 .

[13]  Ruben Chumpitaz Cáceres,et al.  Not always co-creation: introducing interactional co-destruction of value in service-dominant logic , 2010 .

[14]  H. Simon.  Bounded Rationality and Organizational Learning , 1991 .

[15]  Christian Homburg,et al.  When should the customer really be king? : On the optimum level of salesperson customer orientation in sales encounters , 2011 .

[16]  A. Payne,et al.  Managing the co-creation of value , 2008 .

[17]  R. B. Woodruff,et al.  Customer value: The next source for competitive advantage , 1997 .

[18]  Taru Hakanen,et al.  Value co-creation in solution networks , 2013 .

[19]  D. Flint,et al.  Customer Value Anticipation, Customer Satisfaction and Loyalty: An Empirical Examination , 2010 .

[20]  Ajay K. Kohli,et al.  Rethinking Customer Solutions: From Product Bundles to Relational Processes , 2007 .

[21]  Daniel D. Prior,et al.  Boundary spanning and customer service styles in business solutions implementation , 2016 .

[22]  C. Grönroos,et al.  Critical service logic: making sense of value creation and co-creation , 2013 .

[23]  Andrew Davies,et al.  Creating value by delivering integrated solutions , 2005 .

[24]  Bernard Cova,et al.  Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors , 2008 .

[25]  Timothy B. Palmer,et al.  Managerial Categorization of Competitors: Using Old Maps to Navigate New Environments , 1996 .

[26]  Bernd H. Schmitt,et al.  Brand Experience: What is It? How is it Measured? Does it Affect Loyalty? , 2009 .

[27]  Stephen L. Vargo,et al.  Service-Dominant Logic: Frontmatter , 2014 .

[28]  Lars-Erik Gadde,et al.  Systematic combining: an abductive approach to case research , 2002 .

[29]  K. Eisenhardt.  Building theories from case study research , 1989, STUDI ORGANIZZATIVI.

[30]  Kenneth J. Gergen,et al.  Realities and Relationships: Soundings in Social Construction , 1994 .

[31]  M. Patton.  Qualitative research and evaluation methods , 1980 .

[32]  Stephen L. Vargo,et al.  Health Care Customer Value Cocreation Practice Styles , 2012 .

[33]  Stephen M. Swartz,et al.  Co‐creating logistics value: a service‐dominant logic perspective , 2010 .

[34]  Rita Di Mascio,et al.  The Service Models of Frontline Employees , 2010 .

[35]  R. B. Woodruff,et al.  Exploring the Phenomenon of Customers' Desired Value Change in a Business-to-Business Context , 2002 .

[36]  Daniel D. Prior,et al.  The impact of service worker personal resources on relationship quality in business solutions , 2016 .

[37]  Stephen L. Vargo,et al.  Service-Dominant Logic: Premises, Perspectives, Possibilities , 2014 .

[38]  Per Echeverri,et al.  Co-creation and co-destruction: A practice-theory based study of interactive value formation , 2011 .

[39]  R. Wood,et al.  Mental Models, Decision Rules, and Performance Heterogeneity , 2011 .

[40]  Value-creation space: The role of events in a service-dominant marketing paradigm , 2011 .

[41]  Katherine N. Lemon,et al.  Customer Engagement Behavior: Theoretical Foundations and Research Directions , 2010 .

[42]  A. Smith,et al.  The value co-destruction process: a customer resource perspective , 2013 .

[43]  C. Grönroos.  Value co-creation in service logic: A critical analysis , 2011 .

[44]  Robert E. Widing,et al.  Buyer satisfaction with relational exchange across the relationship lifecycle , 2007 .

[45]  Juani Swart,et al.  Mapping the values in B2B relationships: A systemic, knowledge-based perspective , 2010 .

[46]  Christine Nadel,et al.  Case Study Research Design And Methods , 2016 .

[47]  William J. Havlena,et al.  The Varieties of Consumption Experience: Comparing Two Typologies of Emotion in Consumer Behavior , 1986 .