When value co-creation fails: reasons that lead to value co-destruction

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.