Andrei Bonamigo, Brenda Dettmann, Camila Guimarães Frech and Steffan Macali Werner
The purpose of this study is to recognize the facilitators and inhibitors of value co-creation in the industrial service environment.
Abstract
Purpose
The purpose of this study is to recognize the facilitators and inhibitors of value co-creation in the industrial service environment.
Design/methodology/approach
First, a systematic literature review (SLR) based on the systematic search flow (SSF) method was conducted, using six databases. Then, the content analysis proposed by Bardin (2011) was used to analyze the selected papers from SLR.
Findings
The authors identified a total of 11 facilitators and four inhibitors of value co-creation in industrial services. The findings show that concerning facilitators, the involvement of actors and synergy among participants reported a higher presence. As for the inhibitors, incompatibility among actors and actors' inexperience in the context of value co-creation were the ones that registered the most frequency.
Research limitations/implications
Even though the SLR covered a large proportion of the studies available, this research may not have enabled a complete coverage of all existing peer-reviewed papers in the field of value co-creation in industrial services.
Practical implications
This study assists managers in enhancing the performance of the value co-creation process. This is because, by knowing both the facilitators and inhibitors, managers can have an improved understanding of this process, thereby pondering these elements on the elaboration of their strategies and decision-making.
Originality/value
This study is one of the first attempts to recognize both the facilitators and inhibitors of value co-creation in industrial services.
Details
Keywords
Andrei Bonamigo, Arielle da Silva Barbosa, Enzo De Almeida Santana Rocha and Steffan Macali Werner
This paper aims to identify the facilitators and inhibitors of Lean Service 5.0 from a knowledge management perspective.
Abstract
Purpose
This paper aims to identify the facilitators and inhibitors of Lean Service 5.0 from a knowledge management perspective.
Design/methodology/approach
First, it was conducted a systematic literature review based on the systematic search flow method of Ferenhof and Fernandes (2016), and finally, the authors conducted a content analysis based on Bardin (2011).
Findings
A total of five facilitators were found in the literature: digital transformation, structured communication flow, top management commitment, training and team commitment; and four inhibitors, among them: sociocultural problems, limited knowledge, negative impacts of top management commitment and lack of integration between technologies, that interfere at knowledge management. Based on the findings, a framework that correlates facilitators and inhibitors of Lean Service 5.0 by the knowledge management view was constructed.
Research limitations/implications
The systematic review conducted is not limited to one specific area of service sectors and/or research area. The content analysis can present limitations of content in the function of disponibility and detailment of information presented in the paper analyzed.
Practical implications
The findings in this research and the framework developed allow to provide support to people managers and decision-makers at organizations, in other to formulate strategies to encourage Knowledge Management in service organizations, as well as mitigate inhibitors to the adoption of Lean Service 5.0 in organizations. Furthermore, the findings of this study can provide support to develop procedures, techniques and metrics for the maturity of Lean Service 5.0 from a Knowledge Management perspective.
Social implications
The findings point that people management and culture development turned to continuous improvement by the dissemination of knowledge has been shown as a key element to the success of Lean Service 5.0. Thus, the development of people skills to explicit knowledge is a crucial factor in dealing with inhibitors of lean management in service organizations.
Originality/value
To the best of the authors’ knowledge, this is the first paper that identifies facilitators and inhibitors to adopting and managing Lean Service 5.0 from a knowledge management view; besides, presents a framework to guide service professionals in the implementation and maintenance of Lean Service 5.0.
Details
Keywords
Andrei Bonamigo, Adrianne Alves da Silva, Beatriz Pereira da Silva and Steffan Macali Werner
The purpose of this paper is to identify the main criteria for selecting actors to compose these business platforms and addressing the co-creation of value and improve the…
Abstract
Purpose
The purpose of this paper is to identify the main criteria for selecting actors to compose these business platforms and addressing the co-creation of value and improve the performance of startups.
Design/methodology/approach
The methodology is based on the search for key factors for the selection of actors and the understanding of co-creation of value and the concept of startups. The content of this paper is substantiated on an extensive review of the literature related to the subjects’ value-cocreation and new startups, and the review is based on the articles found in the databases of Ebsco, Emerald, Science Direct, Scopus, Village and Web of Science.
Findings
This paper identifies the main key-factors found in the literature for selecting actors to co-create value in startups and organizes the findings in five categories: value creation, interaction, actor behavior, client and partnership. It also presents the possibility of future research that will be able to put the study in practice.
Research limitations/implications
The results of this research have not been tested empirically, which opens the door for future studies that can prove the effectiveness of the findings. It is also important to mention that there are few articles in the literature that directly address this topic, and some definitions of actor/co-creation of value/business model may also change.
Practical implications
The selection criteria of the actors listed are useful for service entrepreneurs and managers to assist in decision-making at the stage of choosing their partners for value co-creation in startups. Furthermore, it involves mitigating waste in startups and maximizing the economic gains of partners through value co-creation in startups.
Originality/value
This study is one of the first attempts to recognize the key factors for selecting actors to co-create value in startups, aiming at their success in the market.