Drawing on borough-level socio-economic and demographic data matched with organizational financial records, we analyse the moderating role of average age in the relationship between local poverty and the performance of performing arts institutions following the COVID-19 pandemic. The findings indicate that poverty rates are negatively associated with return on assets; however, performing arts institutions located in boroughs with younger population profiles exhibited greater resilience. Qualitative analysis further reveals that post-pandemic recovery was driven not only by financial investment and policy interventions but also by the capacity of younger local populations to co-create value through cultural participation, creative labour, digital engagement and community collaboration. These mechanisms contributed to the recovery and long-term resilience of London’s performing arts ecosystem.
This study examines the governance of artificial intelligence (AI)-driven customer segmentation within business intelligence (BI) systems in the Middle East and North Africa (MENA), with a comparative focus on the Gulf Cooperation Council and North African contexts. While regulatory frameworks such as the General Data Protection Regulation and the European Union AI Act provide important compliance benchmarks, compliance alone is insufficient to ensure ethical, trustworthy and value-aligned AI deployment. The study adopts a descriptive comparative design using secondary data from 2018 to 2025. It investigates how governance challenges emerge from fragmented responsibilities across technical, managerial and algorithmic domains in BI-driven AI systems. Findings indicate that AI-driven segmentation is more effective when supported by integrated governance structures that combine regulatory compliance with organizational oversight and technical controls such as auditing, transparency mechanisms and cross-functional coordination. The results further suggest that organizational capabilities related to expertise, collaboration and knowledge management play a critical role in enabling responsible AI implementation across the MENA region. The study is based on secondary data and does not establish causal relationships.
Work automation is shifting from centrally built systems to decentralized, frontline, self-service tools refined in use. Agentic AI extends this shift by enabling large language model (LLM)-based agents to interpret instructions, plan multi-step tasks and act via tools. However, value often fails to scale when similar agents proliferate across projects without coordination. Drawing on a comparative analysis of five AI projects conducted in a Japanese industrial conglomerate, this study examines how governing a System of Agents (SoA) as an organizational portfolio of reusable assets can support sustained value creation. Using traceable project artefacts, weekly review records, development logs and operational feedback traces, we identify four configurations, from model-based AI to portfolio-governed SoA. Cross-case analysis suggests that SoA adoption alone is insufficient: sustained value creation only became observable when governance shifted towards assetization, standardized logging and human intervention routines, supported by portfolio-level decision rights that facilitate reuse and learning across deployments. The article derives design implications for the governance of Agentic AI as reusable organizational capabilities, treating return on investment as one observable dimension of value.
We draw on the marketing-as-practice framework to integrate and expand the concept of diversity, specifically addressing issues of race and colourism within a value-creating system. Research on diversity in marketing has not kept pace with the times, resulting in cultural insensitivity as racial and colourist stereotypes continue to be perpetuated in marketing. This creates exclusionary marketing practices that lead to a misalignment between customers and firms.This article expands the marketing-as-practice framework by incorporating diversity through its key pillars: marketing practice, marketing practitioners and marketing praxis. This study can be utilized to explore various concepts related to diversity, equity and inclusion (DEI) as they pertain to value-creating marketing activities between firms and their customers.To conduct this study, we employed a qualitative, exploratory research strategy that included a literature review and synthesis of key theories. Our framework proposes integrating critical race theory and considerations of colour blindness to reduce barriers to diversity and enhance marketing effectiveness. By doing so, we aim to foster practical value-creating marketing activities that contribute to value co-creation. We note that integrating diversity strengthens customer-firm engagement. This research contributes conceptually to the marketing-as-practice framework.
The aim of this article is to examine the effects of brand innovativeness (BI) and value co-creation (VCC) on the relationships between trust, perceived value (PV) and brand loyalty (BL), drawing on signalling theory. We collected data in 2020 from 403 smartphone users through Amazon MTurk and tested hypotheses using covariance-based structural equation modelling (CB-SEM). We found that BI as a signal initiator has a positive effect on VCC, PV and brand trust (BT). While VCC as a signal strengthener has a positive effect on PV and BT, VCC has no effect on BT. PV and BT also affect BL positively. Furthermore, this article broadens brand literature through showing how the holistic effects of BI and VCC can enhance BT, PV and BL. To the best of the authors' knowledge, this is the first article to empirically focus on the holistic effects of BI and VCC on brand-specific consequences. Specifically, the holistic effects of BI and VCC foster the customer-brand relationship. Marketers should create unique innovations that encourage customers to participate in VCC; thereby, the holistic effects of BI and VCC will enhance positive attitudes on BT, PV and BL.
The study investigates the impact of artificial intelligence (AI)-driven decision-making on organizational agility (OA) and value creation in value-driven contexts of higher educational institutions (HEIs). The current study examines how psychological safety (PS) serves as a mediator and transformational leadership (TL) acts as a moderator in the context of AI-integrated decision-making. This research uses partial least squares structural equation modelling (PLS-SEM) and necessary condition analysis (NCA). The findings indicated that AI-driven decision-making enhances OA. This relationship is mediated by PS, as employees are more likely to adopt AI when they feel secure and engaged. The results indicate that TL negatively moderates the relationship between AI-driven decision-making and OA. This suggests that higher levels of TL may hinder AI's effectiveness in fostering agility. The study provides actionable insights for leaders, policymakers and managers in education on how AI can drive innovation and strategic advantage.
This article examines how publicly monitorable, accessible and integrated real-time online budget systems, supported by enforceable penalties, can reduce corruption and enhance government value creation. Using abductive reasoning and an in-depth case study of Nigeria, the study also compares selected African information and communications technology (ICT)-enabled budget initiatives. The findings indicate that secrecy remains a central mechanism sustaining budgetary corruption, whereas citizen monitoring and digital engagement with a fully open budget spanning federal, state and local government allocations can strengthen transparency and accountability. However, the value-creating potential of such systems is constrained by limited technical capacity, weak enforcement and political resistance. Drawing on marketing exchange and principal-agent theories, the article argues that secrecy in budgetary processes undermines the implied social contract between government and citizens. It conceptualizes publicly accessible budgeting as a multi-stakeholder value-creation process and proposes digitally enabled reforms aligned with Africa's institutional and sociocultural contexts.
Gastronomy is a highly competitive and constantly evolving field worldwide. Some emerging countries, like Peru, have been among those that have solidly established their culinary art on the international stage over the past few decades. The creation of fusion cuisine, which merges elements from French, Italian, Spanish, Chinese and Japanese cultures, has led to a significant product offering for various markets. Our research aims to demonstrate how Hanzo, a specialized Peruvian-Japanese restaurant, has focused on value creation as the foundation for business growth. An important element about the creation and performance of this restaurant is the entrepreneurial capability of the founder. He has established an innovation culture based on original dishes and personal service. Using the case study approach, we analyzed the iterative process among the involved actors. Among Hanzo's achievements are its recognition as one of the top Nikkei-Japanese restaurants, which enhances its market position and attracts a loyal customer base. We found relevant lessons on how to solidly unify different cultures/cuisines for creating value through fusion cuisine. Implications for management include analyzing new ways to co-create value through innovation, oriented personalization and integrating employees according to the values of strong cultures.
This study analyses how carnival museum integration affects multi-stakeholder value creation in tourism microenterprises in Barranquilla, Colombia. Examining 52 enterprises partnering with the Carnival Museum (2021-2023), we tested four hypotheses addressing enterprise financial value, tourist experiential value, museum institutional value and community cultural value. Three value creation models emerged: cultural immersion (85.3 per cent integration), mixed cultural (64.7 per cent) and traditional tourism (34.8 per cent). Results supported all hypotheses. Cultural immersion enterprises achieved 79.2 per cent success rates and $5,840 average revenue, delivered superior tourist experiences (4.62 satisfaction, 4.53 knowledge gain), generated greater museum value (869 annual visits) and stronger community identity reinforcement (4.47 ratings). Museum visit frequency emerged as the strongest financial predictor (beta = 0.428, p < .001). Robustness checks, including propensity score matching, fixed-effects analysis and instrumental variables, provided evidence consistent with a causal interpretation. Findings demonstrate that authentic carnival museum integration creates concurrent value across multiple stakeholder groups.
Value creation processes differentiate firms and provide enduring advantages. Central to this process is managing stakeholder relationships, especially when negotiating, co-creating and distributing value, an endeavour with significant challenges, such as optimization of value creation without trade-offs amid complex and interdependent relationships. While stakeholder relationships are often recognized as crucial, existing theories inadequately address how interconnected exchanges influence the value created. To this end, we propose a framework that integrates stakeholder theory with systems theory, focusing on primary stakeholders. Our aim is to: (a) identify key stakeholder value concepts, (b) describe relationship dynamics initiated by stakeholders and (c) outline systemic processes that enable value creation. Stakeholder-driven value creation involves several interconnected activities and practices that reflect an organizational commitment to stakeholder well-being, for example, through employee-focused initiatives such as training, healthcare and the recognition of human capital. Furthermore, we suggest that collaborative value creation can be framed more clearly by emphasizing how organizations navigate interdependent stakeholder expectations through routines that promote fairness and mutual gain. This integrated approach advances stakeholder and systems theories by clarifying how relational dynamics enable value creation. For managers, these insights offer strategic guidance for developing stakeholder-oriented practices that align ethical commitments with performance.
This research investigates the antecedents and outcomes of value co-creation (VCC) within virtual brand communities (VBCs). It explores the motivations that drive consumers to collaborate with brands and analyzes the impact of brand engagement and VBCs engagement on VCC. Additionally, the research examines how VCC influence customer satisfaction and brand loyalty. Drawing on survey data collected from 447 VBC members, the findings reveal that utilitarian, hedonic and socio-psychological motivations significantly and positively influence VCC behaviour. The results also indicate that both brand engagement and VBC engagement are key predictors of VCC, with a stronger influence of VBC engagement. Furthermore, this study confirms that VCC has a positive effect on customer satisfaction and loyalty. These insights offer valuable managerial implications by helping brands better understand and foster customer co-creation behaviour, ultimately enhancing satisfaction and loyalty.
While automation replaces human labour in structured and repetitive tasks, augmentation enhances human capabilities through artificial intelligence (AI) collaboration. This article develops a typology of human-AI value cocreation, distinguishing between automation and augmentation capabilities across varying levels of task complexity. The proposed framework is structured along two dimensions: mode of technology engagement (automation vs augmentation) and complexity of task-in-context. The four resulting models of value creation are analyzed in terms of their temporal, spatial and hierarchical complexity, which shapes human-AI interaction in performing a given task. Temporal complexity relates to sequencing, timing and feedback loops; spatial complexity refers to physical environments and the integration of dispersed resources; and hierarchical complexity captures interdependence and interaction across micro- and macro-level structures. By introducing this structured analytical lens, the article contributes to a more holistic understanding of AI-enabled value creation. The findings may also inform a research agenda for future inquiry.
The process through which customers engage in value co-creation through their consumption experience lacks clarity. For value co-creation to be successful, all players, including customers, should be involved. Based on a service-dominant logic (SDL) perspective, this study examines four customer technology product-services with different levels of tangibility (video game consoles, smartphones, video games and TV streaming platforms). It aims to show how customer experiential attributes facilitate value co-creation, ultimately fostering customer satisfaction, perceived value and purchase intention. This study begins with an exploratory phase to identify key purchase decision experiential attributes. Next, an empirical phase is conducted, involving samples of 194 customers, or larger, for each product-service category. After that, the effect of the perceived performance of each attribute on satisfaction, perceived value and intentions is tested. Using structural equation modelling (SEM), these relationships are supported. The findings confirm that experiential attributes significantly contribute to value creation, allowing customers to decide their modes of interaction.
Value co-destruction (VCD) has emerged as a critical concept in service platform ecosystems, especially within experience-based digital platforms where users actively shape their experiences. Despite its relevance, existing research largely focuses on provider failures and passive user feedback. This study addresses that gap through a single case study of the Grand Theft Auto (GTA) franchise. Using the Zaltman metaphor elicitation technique (ZMET), we propose a three-tier framework: platform features and attributes, user experience and VCD outcomes. Findings highlight key experiential bottlenecks that lead to negative consequences such as resource loss and dissatisfaction. The study contributes theoretically to understanding user-driven VCD and offers practical strategies for mitigation. By emphasizing users' active role in value formation, it underscores the importance of cognitive processes in digital platform ecosystems.
Food safety concerns are driving consumers to demand trustworthy information throughout food supply chains (FSCs). In this context, supply chain transparency and traceability (SCTT) in food information play a crucial role in fostering consumer trust (TT). Moreover, as a developing country, Vietnam provides a relevant and insightful setting for examining food safety issues and consumer behaviour. Thus, this study aims to explore the impacts of SCTT on consumer TT within Vietnam's FSCs. Utilizing the partial least squares (PLS) and artificial neural network (ANN) approaches with data from 300 respondents, the study found that transparency [measured by accuracy (AC) and clarity (CL)] and traceability [reflected in its process (PC) and outcome dimensions] significantly enhanced consumer TT. This emphasizes the role of detailed production PC knowledge over mere information disclosure in building TT. Accordingly, this study helps Vietnamese FSCs create twofold values by fostering SCTT for consumers while driving loyalty, advocacy and willingness to pay for businesses.
Lean management has been widely adopted in public social and healthcare services, with a primary focus on value creation. However, value creation, destruction and co-destruction are interdependent processes shaped by the emotional and relational experiences of change. This study examines the factors that hinder value creation in Lean management within public social and healthcare organizations, and how these factors may lead to value destruction and co-destruction during transformation processes. Thematic interviews with 15 Lean-trained managers identified three key barriers: managerial change, managerial uncertainty and challenges related to information. These factors elicited negative emotions such as fear and shame, which in turn contributed to disengagement and diminished commitment. To address these challenges, we introduce the Lean Value Management (LVM) model, developed based on the Security-Inclusion-Success (SIS) framework. LVM extends the SIS model by explicitly incorporating value destruction and co-destruction as integral aspects of Lean management. Recognizing value destruction and co-destruction as part of value creation enables sustainable value generation, enhances employee well-being and improves service outcomes within complex public sector environments.
This study empirically examines the impact of intellectual capital disclosure (ICD) on firm value and aims to correct the misapprehension that intellectual capital (IC) is vital only for the knowledge-based sector. Using a comprehensive ICD framework, the annual reports of 76 listed Indian firms were analyzed over a period of 10 years from 2010–2011 to 2019–2020. Firm value was measured using market capitalization, and the findings from the pooled ordinary least squares model indicate a significant positive relationship between ICD and firm value in both knowledge-intensive and traditional manufacturing sectors. These results highlight the broader relevance of IC transparency in enhancing market valuation of two distinct sectors: knowledge-driven and physical capital-intensive firms. Additionally, the findings demonstrate that investors value ICD, underscoring the importance of greater transparency in corporate reporting to strengthen investor confidence and drive firm performance.
Relationship marketing is an indispensable marketing concept that leads marketers to increasingly incorporate the principles of service-dominant logic to boost customer involvement in various business processes, due to which the term co-creation has gained popularity as a branding and marketing strategy among successful companies. In the digital age, online brand communities (OBCs) have become essential platforms where consumers can interact with brands and fellow customers. This study investigates the relationship between OBCs, brand love and brand co-creation through the stimulus-organism-response framework. We applied structural equation modelling (SEM) and the Hayes Process Macro to validate the proposed model. The findings highlight the critical role of OBCs in cultivating emotional connections that motivate consumers to become active co-creators. Theoretical and practical implications provide insights into how brands can leverage emotional connections with consumers to encourage innovation driven by their engagement in brand communities.
