Studien tog avstamp i det senaste decenniets utveckling inom marknadsteori med avseende på samvärdeskapande, tjänstelogik och konsumenters resursintegrering. Efter att ha läst forskningsartiklar och inlägg i media om ett skifte i synen på konsumenters allt viktigare roll ville vi närmare studera hur den tar sig uttryck inom marknadskommunikation. Studiens syfte blev att bidra till den relativt outvecklade forskningen på området och studera hur en förändrad konsumentroll tar sig uttryck i praktiken. Undersökningen genomfördes med empiriska fallstudier på sju kommunikationskampanjer där konsumenterna i olika grad deltagit och interagerat med företaget. Genom ostrukturerade kvalitativa intervjuer med nyckelpersoner bakom kommunikationskampanjerna, samt insamling av sekundärdata från konsumenter i sociala media sökte vi besvara hur konsumenter kan bidra till värdeskapande inom deltagande marknadskommunikation? Studien visade att konsumenter kan bidra genom att använda och integrera sina fysiska, sociala och kulturella operanta resurser som familjerelationer, nätverk, energi och särskilda färdigheter. De integrerar dels egna typer av operanta resurser i kampanjdeltagandet, men de integrerar också resurser med andra konsumenter och företag. Hur, och i vilken omfattning detta skedde berodde på hur företaget genom att integrera sina resurser konstruerat en interaktiv plattform genom kommunikationskampanjen. I konsumenters frivilliga deltagande, interaktion och relation med företaget kan värde skönjas som det diskuterats i litteratur om tjänstelogik och konsumenters resursintegrering. Brister i dubbelriktad kommunikation, tillgänglighet och möjlighet att påverka gör dock att kommunikationen sällan kan tolkas som samvärdeskapande.

Many organisations need to increase their use and knowledge of service innovation in order to answer up to the increased demand for sustainable services and offerings that cater to the needs of their users. They need to become better at understanding that the best starting point for organisational development is outside the organisation where the value of their products and services are Co created with other actors and stakeholders. This paper explores the possibility of creating a serious game that introduces service innovation using the design science research and workshops as a collaboration method. The most important Service Innovation elements to include in the game are evaluated and the game ideas generated are examined through the lens of two different game design frameworks.

Resource integration, as it relates to value creation, has recently been a key aspect of the discussions about service-dominant (S-D) logic. However, the majority of research pays relatively little explicit attention to the process of theorizing and the epistomological and ontological assumptions upon which the theorizing process is based. This article addresses these issues. The processes that relate to theorizing and developing strong theory are discussed. We then examine how to conceptualize ‘resources’ and ‘resource integration’ following differing ontological and epistemological assumptions that guide the theorizing process. Research recommendations to help navigate through the finer details underlying the theorizing process and to advance a general theory of resource integration are developed.

Interactions are of critical importance in business-to-business contexts, and value seems to be influenced by the interactions between the supplier, customer and other third parties where these interactions co-creates value. However, as the literature has mostly focused on the positive value co-creation, the interactions that result in failure is instead co-destroying value. This thesis is therefore going to study the negative interaction outcome, value co-destruction, in knowledge-intensive business services (KIBS) firms from a supplier perspective, where interactions are shown to be critical, to explore proactive practices that could be utilized in order to prevent value co-destruction between the customer and the KIBS firm as well as practices to recover from value codestruction. Through a qualitative multiple-case study, the data was collected from KIBS representatives in the IT-industry in Sweden, that provided empirical data to further nuance the phenomenon. Customer education, unveiling business opportunities, customer surveys, and business events was discovered to be used for proactively preventing value co-destruction, where the authors also found the time aspect of the relationship between value co-creation and value co-destruction to be of importance in preventing miscommunications that result in value co-destruction. Therefore, the authors of this thesis argue that miscommunications and acknowledgment of the miscommunication that co-destroys value often occurs at different time points, where the proactive practices might be targeted towards preventing the miscommunication or targeted towards the recovery from the value co-destruction.

Nowadays, IT technology changes rapidly and increasingly .The Global Competition makes the product life short and profit low ,which results in the enterprises competition advantage major relied on Supply Chain Management for Global Logistics Activities. Under the structure of WTO (World Trade Organization), the world is flat; Global Enterprises Operation is deeply related to the SCM (Supply Chain Management). Outsourcing becomes the key way for enterprises operation, which integrates the industries Upper, Middle and Lower stream together, including ¡§Strategic Alliance¡¨ to collaborate with same and different industries to strengthen the competitive ability. The Business Model of Taiwan IT industry is major for OEM/ ODM Manufacturing. To have low cost making, quick response on new product development for time to the market is a must, in which ¡§ IC Distributors¡¨ contribute a lot in IC Components Supplying, Planning, Execution, Management and VMI to make IC Components delivered on time without any shortage to Taiwan-based Customers for OEM/ODM Manufacturing. It is the key Successful Factor to Taiwan IT industry. How to make the enterprises continuous going and make the ¡§Strategic Alliance¡¨ successfully is the cause and objective of the thesis study. It is for researching the applicable ¡§New Business Model¡¨ to adapt it to the Global Enterprise Operational Management. The case study of¡¨ Strategic Alliance and Supply Chain Integration for Taiwan IC Distributor¡¨ is a ¡§New Business Model¡¨, which makes Taiwan IC Distributors globalization efficiently and effectively to provide ¡§System Total Solution¡¨ with ¡§Resource Integration¡¨ supplying activities to assist Taiwan IT manufacturers to get the OEM/ODM Business successfully from the beginning stage of ¡§Design-in¡¨ to the¡¨ Mass Production.¡¨

The available literature presents a multitude of ways in which value creation can take place, and a near uncountable number of ways in which value creation can take place in digital contexts. However, little has been written in the way of value co-creation, or even value creation in general, in relation to the metaverse. This explorative study makes use of an abductive approach and will strive to identify how a game developer creates value for its customers in a metaverse context. Six qualitative interviews were conducted to collect data from a game developer within this new industry. The overarching process of collecting data is based on value co-creation theory and network theory. The study’s findings illustrate the involved and required factors when game developers co-create with customers, and shed light on the necessary amalgamation of different actors involved in the process. The conclusion can be summarised as follows: a game developer creates value for its customers through direct and indirect value adding activities. The first conclusion regarding direct value adding activities includes value co-creation, and is the basis of an improved conceptualised model based on previous theoretical literature, which can be used in future research.

Purpose – This article seeks to advance a novel service network perspective, based on the service-dominant logic, designated as service-dominant networks (SDN). Design/methodology/approach – Service-dominant logic components serve to build and describe SDN. Specifically, resources and actors are key components, combined with activities and the process by which they become resources. A case study details the features of SDNs. Findings – Service-dominant networks exhibit unique, previously unaddressed features. According to the service-dominant logic, components only become resources when they are integrated; thus, they disappear as resources after their integration, which means SDNs are fugacious: they (be-)come and go. In addition, SDNs comprise one or more main intended activities that explain their existence, though these intended activities do not necessarily initiate any particular SDN. Rather, other critical incidents can initiate SDNs. Research limitations/implications – The features of SDNs proposed in this article have not been a focus of prior research. In particular, the dynamics and fugaciousness of SDNs are challenges for research and management. Originality/value – This article offers the first proposal of a novel, service-dominant network perspective. In a very general and abstract form, it identifies the features of SDNs.

Purpose – This article seeks to advance a novel service network perspective, based on the service-dominant logic, designated as service-dominant networks (SDN). Design/methodology/approach – Service-dominant logic components serve to build and describe SDN. Specifically, resources and actors are key components, combined with activities and the process by which they become resources. A case study details the features of SDNs. Findings – Service-dominant networks exhibit unique, previously unaddressed features. According to the service-dominant logic, components only become resources when they are integrated; thus, they disappear as resources after their integration, which means SDNs are fugacious: they (be-)come and go. In addition, SDNs comprise one or more main intended activities that explain their existence, though these intended activities do not necessarily initiate any particular SDN. Rather, other critical incidents can initiate SDNs. Research limitations/implications – The features of SDNs proposed in this article have not been a focus of prior research. In particular, the dynamics and fugaciousness of SDNs are challenges for research and management. Originality/value – This article offers the first proposal of a novel, service-dominant network perspective. In a very general and abstract form, it identifies the features of SDNs.

Resource integration, as it relates to value creation, has recently been a key aspect of the discussions about service-dominant (S-D) logic. However, the majority of research pays relatively little explicit attention to the process of theorizing and the epistomological and ontological assumptions upon which the theorizing process is based. This article addresses these issues. The processes that relate to theorizing and developing strong theory are discussed. We then examine how to conceptualize ‘resources’ and ‘resource integration’ following differing ontological and epistemological assumptions that guide the theorizing process. Research recommendations to help navigate through the finer details underlying the theorizing process and to advance a general theory of resource integration are developed.

Background: Today most companies strive to offer logistics services in a highly competitive market. In the ecommerce sector a WMS is a crucial element since these systems can handle different amounts of volumes. Implementing such a system can contribute positively to the value creation. By focusing more on value co-creation rather than the value exchanged, companies can create more effective supply chains that benefit all actors involved. Purpose: The study’s purpose is conducted in partnership with Extenda Retail. The aim is to explore the implementation of a warehouse management system (WMS) from a value co-creation perspective. Based on the purpose two research questions have been formulated: What are the challenges associated with implementing a WMS? Which resources enrich value co-creation in the process of a WMS implementation according to a company's perspective? Method: The study is of a case study with Extenda Retail, and the method of data collection was semi-structured interviews, and document analysis. Results and Analysis: Value co-creation has always been a theory of discussion, with many actors and resources involved. The results emphasized knowledge, skills, customer involvement, user training and testing are factors that both contribute and challenge the value co-creation process. Conclusion: The findings show that applying a value co-creation lens has a significant role in effective warehouse management. Where resources from both company and customers are vital for the success of value co-creation. For example customer involvement, as in feedback, and request. Along with knowledge, and skills to manage a WMS, in the form of user training will ensure that the value of the product may be realized. The challenges identified for the study are as follows, balancing cost and quality, unmotivated customers, misinformation, changes and additions made to the scope. Future research: As our study is mainly focused from a company perspective, we suggest investigating the customer’s perspective and their experiences regarding resources integration, value co-creation and their interactions with their supplier.