A1 Journal article (refereed), original research

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

Open Access publication

Publication Details
Authors: Järvi Henna, Kähkönen Anni-Kaisa, Torvinen Hannu
Publisher: Elsevier
Publication year: 2018
Language: English
Related Journal or Series Information: Scandinavian Journal of Management
Volume number: 34
Issue number: 1
Start page: 63
End page: 77
Number of pages: 15
ISSN: 0956-5221
eISSN: 1873-3387
JUFO-Level of this publication: 1
Open Access: Open Access publication
Location of the parallel saved publication: http://urn.fi/URN:NBN:fi-fe202002064716


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

Last updated on 2020-06-02 at 13:36