When value co-creation fails: Reasons that lead to value co-destruction |
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Authors: | Henna Järvi Anni-Kaisa Kähkönen Hannu Torvinen |
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Institution: | 1. School of Business and Management, Lappeenranta University of Technology, P.O. Box 20, FI-53851 Lappeenranta, Finland;2. Oulu Business School, University of Oulu, P.O. Box 4600, FI-90014 Oulu, Finland |
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Abstract: | 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. |
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Keywords: | Value co-creation Value co-destruction Finland |
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