Social layers of customer-to-customer value co-creation

This source preferred by Ivana Rihova, Mary Beth Gouthro, Miguel Moital and Dimitrios Buhalis

Authors: Rihova, I., Buhalis, D., Moital, M. and Gouthro, M.-B.

http://eprints.bournemouth.ac.uk/21220/

Journal: Journal of Service Management

Volume: 24

Issue: 5

Pages: 553-566

DOI: 10.1108/JOSM-04-2013-0092

Purpose – Approached from the Customer-Dominant [C-D] logic perspective, this paper aims to extend current value co-creation discussions by providing conceptual insights into co-creation within customers’ social sphere. Focussing on socially dense contexts in which customers consume together in dyads or collectives, the paper seeks to provide recommendations of how service managers can facilitate customer-to-customer [C2C] co-creation.

Design/methodology/approach – The paper bridges current thinking on value within the customer-dominant logic with service management perspectives on C2C interactions and social science concepts on consumer communities. Examples from literature and practice are drawn on in the discussion.

Findings – The proposed framework reveals C2C co-creation as a dynamic, multi-layered process that is embedded in customers’ social contexts. Value emerges in four distinctive social layers: ‘Detached Customers’, ‘Social Bubble’, ‘Temporary Communitas’ and ‘Ongoing Neo-tribes’.

Research limitations/implications – This paper is conceptual. Further validation of the framework in a variety of socially dense consumption settings is needed, using field-based qualitative methods such as participant observation and interviews.

Practical/social implications – Awareness of the multi-layered nature of C2C co-creation and specific practices in which value is formed provides service managers with opportunities to create value propositions that help facilitate such co-creation. Service managers across various sectors benefit from understanding how customers can be ‘nudged’ into more socially immersive co-creation layers.

Originality/value – The paper contributes by introducing a C2C co-creation perspective, conceptualizing the social layers within which value is formed, and providing specific propositions to service managers with regards to servicescape structuring and other strategies that facilitate C2C co-creation.

This source preferred by Ivana Rihova, Mary Beth Gouthro, Miguel Moital and Dimitrios Buhalis

Authors: Rihova, I., Buhalis, D., Moital, M. and Gouthro, M.-B.

http://eprints.bournemouth.ac.uk/21220/

Journal: Journal of Service Management

Volume: 24

Issue: 553

Pages: 553-566

DOI: 10.1108/JOSM-04-2013-0092

Purpose – Approached from the Customer-Dominant [C-D] logic perspective, this paper aims to extend current value co-creation discussions by providing conceptual insights into co-creation within customers’ social sphere. Focussing on socially dense contexts in which customers consume together in dyads or collectives, the paper seeks to provide recommendations of how service managers can facilitate customer-to-customer [C2C] co-creation.

Design/methodology/approach – The paper bridges current thinking on value within the customer-dominant logic with service management perspectives on C2C interactions and social science concepts on consumer communities. Examples from literature and practice are drawn on in the discussion.

Findings – The proposed framework reveals C2C co-creation as a dynamic, multi-layered process that is embedded in customers’ social contexts. Value emerges in four distinctive social layers: ‘Detached Customers’, ‘Social Bubble’, ‘Temporary Communitas’ and ‘Ongoing Neo-tribes’.

Research limitations/implications – This paper is conceptual. Further validation of the framework in a variety of socially dense consumption settings is needed, using field-based qualitative methods such as participant observation and interviews.

Practical/social implications – Awareness of the multi-layered nature of C2C co-creation and specific practices in which value is formed provides service managers with opportunities to create value propositions that help facilitate such co-creation. Service managers across various sectors benefit from understanding how customers can be ‘nudged’ into more socially immersive co-creation layers.

Originality/value – The paper contributes by introducing a C2C co-creation perspective, conceptualizing the social layers within which value is formed, and providing specific propositions to service managers with regards to servicescape structuring and other strategies that facilitate C2C co-creation.

This source preferred by Ivana Rihova, Mary Beth Gouthro, Miguel Moital and Dimitrios Buhalis

Authors: Rihova, I., Buhalis, D., Moital, L. and Gouthro, M.

http://eprints.bournemouth.ac.uk/21220/

Journal: Journal of Service Management

Volume: 24

Issue: 5

Pages: 553-655

ISSN: 1757-5818

DOI: 10.1108/JOSM-04-2013-0092

Purpose – Approached from the Customer-Dominant [C-D] logic perspective, this paper aims to extend current value co-creation discussions by providing conceptual insights into co-creation within customers’ social sphere. Focussing on socially dense contexts in which customers consume together in dyads or collectives, the paper seeks to provide recommendations of how service managers can facilitate customer-to-customer [C2C] co-creation.

Design/methodology/approach – The paper bridges current thinking on value within the customer-dominant logic with service management perspectives on C2C interactions and social science concepts on consumer communities. Examples from literature and practice are drawn on in the discussion.

Findings – The proposed framework reveals C2C co-creation as a dynamic, multi-layered process that is embedded in customers’ social contexts. Value emerges in four distinctive social layers: ‘Detached Customers’, ‘Social Bubble’, ‘Temporary Communitas’ and ‘Ongoing Neo-tribes’.

Research limitations/implications – This paper is conceptual. Further validation of the framework in a variety of socially dense consumption settings is needed, using field-based qualitative methods such as participant observation and interviews.

Practical/social implications – Awareness of the multi-layered nature of C2C co-creation and specific practices in which value is formed provides service managers with opportunities to create value propositions that help facilitate such co-creation. Service managers across various sectors benefit from understanding how customers can be ‘nudged’ into more socially immersive co-creation layers.

Originality/value – The paper contributes by introducing a C2C co-creation perspective, conceptualizing the social layers within which value is formed, and providing specific propositions to service managers with regards to servicescape structuring and other strategies that facilitate C2C co-creation.

This data was imported from Scopus:

Authors: Rihova, I., Buhalis, D., Moital, M. and Gouthro, M.B.

http://eprints.bournemouth.ac.uk/21220/

Journal: Journal of Service Management

Volume: 24

Issue: 5

Pages: 553-566

ISSN: 1757-5818

DOI: 10.1108/JOSM-04-2013-0092

Purpose: Approached from the customer-dominant (C-D) logic perspective, this paper aims to extend current value co-creation discussions by providing conceptual insights into co-creation within customers' social sphere. Focusing on socially dense contexts in which customers consume together in dyads or collectives, the paper seeks to provide recommendations of how service managers can facilitate customer-to-customer (C2C) co-creation. Design/methodology/approach: The paper bridges current thinking on value within the C-D logic with service management perspectives on C2C interactions and social science concepts on consumer communities. Examples from literature and practice are drawn on in the discussion. Findings: The proposed framework reveals C2C co-creation as a dynamic, multi-layered process that is embedded in customers' social contexts. Value emerges in four distinctive social layers: "detached customers", "social bubble", "temporary communitas" and "ongoing neo-tribes". Research limitations/implications: This paper is conceptual. Further validation of the framework in a variety of socially dense consumption settings is needed, using field-based qualitative methods such as participant observation and interviews. Practical implications: Awareness of the multi-layered nature of C2C co-creation and specific practices in which value is formed provides service managers with opportunities to create value propositions that help facilitate such co-creation. Service managers across various sectors benefit from understanding how customers can be "nudged" into more socially immersive co-creation layers. Originality/value: The paper contributes by introducing a C2C co-creation perspective, conceptualizing the social layers within which value is formed, and providing specific propositions to service managers with regard to servicescape structuring and other strategies that facilitate C2C co-creation. © Emerald Group Publishing Limited.

This data was imported from Web of Science (Lite):

Authors: Rihova, I., Buhalis, D., Moital, M. and Gouthro, M.B.

http://eprints.bournemouth.ac.uk/21220/

Journal: JOURNAL OF SERVICE MANAGEMENT

Volume: 24

Issue: 5

Pages: 553-566

eISSN: 1757-5826

ISSN: 1757-5818

DOI: 10.1108/JOSM-04-2013-0092

The data on this page was last updated at 04:42 on November 20, 2017.