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The study focuses on service co-creation in the sharing economy, where platform operators mediate the relationship between customers and potential service providers. Service co-creation consists of information sharing, interaction, and responsible behavior that customers undertake voluntarily or willingly to create an experience of value. Based on S-D logic, a theoretical model of service co-creation was developed and tested through structural equation modeling using survey data from 627 respondents in Sydney, Australia. The results provide strong empirical support for the hypothesized relationships between service co-creation, its determinants and impact on customer satisfaction. The implications on theory development and for property owners and platform operators are discussed. [ABSTRACT FROM AUTHOR]

The study is to propose a theoretical framework for a value co-creation process based on Service Dominant logic and to explore the effect of value co-creation on student benefits in a higher education environment. We applied value co-creation in an online education platform during the COVID-19 pandemic and conducted an empirical analysis on the value co-creation theory in higher education. We found the following results. First, co-production not only directly affects the value-in-use, but also affects student benefits, consisting of satisfaction and loyalty. Second, value-in-use also has a direct effect on student benefits and is more important than co-production in increasing student benefits in an online education platform. This study extends the Service Dominant logic theory by applying the Service Dominant logic, which has been widely studied in service marketing, to the higher education environment. This study also helps university stakeholders to understand the value of online education platform, understand the diversification of online education modalities, and understand the perspective of students as co-creator. [ABSTRACT FROM AUTHOR]

An area that receives limited attention in service-dominant (SD) logic is exchange governance. Exchange governance provisions can determine how benefits and costs are created and distributed, hence their importance. Much of the rationale for this oversight arises due to the emphasis on “value” in SD logic. With this as a starting point, this commentary article offers three sets of suggestions to integrate exchange governance into SD logic research. First, the subjective, socially embedded nature of value necessitates a greater reliance on norms-based governance. Under SD logic, there is a need to govern for a wider variety of idiosyncratic interactions throughout a service ecosystem. This has a bearing on monitoring and control activities. Second, SD logic is virtually silent on resource ownership. Understanding the property rights associated with value-creating resources is likely to determine who creates and appropriates value. Third, value-in-use suggests that value does not occur at the point of exchange exclusively. Given this, there is a need to consider value at the point of exchange as well as during the course of usage. The commentary concludes with a brief research agenda. [ABSTRACT FROM AUTHOR]

The pursuit of upward social transformation through service design and practice demands rigorous thinking about what this kind of change looks like and how it comes about. To advance these two goals, this study conceptualizes transformative value, defined as a social dimension of value creation which illuminates uplifting changes among individuals and collectives in the marketplace. Conceptual development draws on structuration theory and the service-dominant logic to articulate the spheres of transformative value as well as four distinctions between habitual and transformative value. Ethnographic analysis with a nonprofit service, which focuses on mitigating the inequalities of poverty, explores how service providers can facilitate transformative value. Findings highlight the roles of holistic value propositions, an anti-structural services cape, and communal service practices. Beyond microlevel social impact, findings also reveal the macro-level reach of transformative value by demonstrating how services can contest and transform dominant social structures and stimulate social action. Discussion highlights the implications of transformative value for human agency and ways to design services that promote well-being among vulnerable populations. [ABSTRACT FROM AUTHOR]

This article clarifies the commonplace assumption that brands make promises by developing definitions of brand promise delivery. Distinguishing between clear and fuzzy brand promises, we develop definitions of what it is for a brand to deliver on fuzzy functional, symbolic, and experiential promises. We argue (a) that brands deliver fuzzy functional promises through encouraging and facilitating courses of actions that are conducive to the promised functionality; whereas (b) brands deliver fuzzy symbolic promises through encouraging and facilitating ways in which consumers can use brands as narrative material to communicate self-identity. Finally, (c) we propose that brands deliver fuzzy experiential promises through effectively motivating consumers to adopt and play a social role implicitly suggested and facilitated by the brand. A promise is an inherently ethical concept and the article concludes with an in-depth discussion of fuzzy brand promises as two-way ethical commitments that put requirements on both brands and consumers. [ABSTRACT FROM AUTHOR]

A new dominant logic for marketing has evolved, one that sees both firms and customers as resource integrators. Proponents of this new marketing logic have called for the refinement and elaboration of this resource integration concept and a more explicit connection to the interactivity and networking literature. We address this need by exploring these literatures and drawing inferences for value creation. In particular, we explore how value creation in marketing is reliant upon organizational learning. To do this we draw upon structuration theory as a means of explaining the relationship between organizational and individual learning. We then explore how this relationship helps a firm to improve its value creation capabilities. We examine three key aspects of the structuration process of organizational learning: (1) the structural properties that enable and constrain learning practices; (2) the ways in which knowledgeable individuals carry out learning practices; and (3) the social processes in which learning practices are embedded. We illustrate these processes with the example of a typical network relationship dilemma in the construction industry. We then conclude by highlighting the ways in which our framework captures the central role that marketing plays in enhancing the organization's capacity and capability to engage in knowledge management, organizational learning, and value creation and what that means to both the customer and the organization. [ABSTRACT FROM AUTHOR]

A paradigm shift in marketing seems to be underway. Inspired by Vargo and Lusch's (2004a) proposal of service dominant logic, customer integration is proposed as a key component of marketing. Three stages of service provision are identified: facilities, transformation, and usage. The stages differ in terms of resource origin (company or customer), autonomy of decisionmaking (integrative or autonomous), and value (potential value, value-in-transformation, and value-in-use). These perspectives, which are synthesized in the study framework, shed light on the process of service provision and direct or indirect knowledge application (Vargo and Lusch 2004a). The author aims to show that in the context of the proposed framework, customer integration is vital to the implementation of service provision. [ABSTRACT FROM AUTHOR]