Understanding value co-creation in virtual communities: The key role of complementarities and trade-offs

Abstract Virtual communities form the principal environment favoring provider-client interaction. However, questions regarding the way to manage these communities so that they might generate value have yet to be resolved. Following an inductive approach, seven Lego virtual communities, classified following their governance form and objectives, were analyzed. It is found that different kinds of virtual communities appear as complementary tools to favor value co-creation and enhance members’ performance by constituting a system of value co-creation. Moreover, these community features can help firms achieve a better adjustment between their strategies and their decision-making process relative to the use of social networks.

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