Abstract

This work-in-progress research initiative aims to explore the adverse effects of the extensive involvement in various Value Co-Creation (VCC) instances on the part of the customer as they engage in a multitude of value streams offered from multiple service providers, thus presumably resulting in Value Co-Destruction (VCD). This research work is of practical importance for professional managers who must protect their investments in digital Value Co-Creation (VCC) Platforms. Thus, they can continue to leverage the benefits that VCC offers such as enhanced customer engagement, increased customer loyalty, customization and personalization, cost savings, efficiency, and brand differentiation. This research effort addresses a gap in the literature, as the extant literature focuses on the different sources of Value of Co-Destruction arising within a single value stream. Such a research enquiry will be linked to contemporary phenomena, applicable scientific theories and standard performance metrics that are well established in the literature. Additionally, a question begs to be asked whether an authoritative organization should act on behalf of the customer/end-user and govern the “implied” involvement in numerous VCC streams. These proposals align with the principles of Industry 5.0 and Society 5.0, thus aim to serve the purpose of augmenting the role of human-centricity along with sustainability and resilience in a technology-centric world of Industry 4.0.

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