Practice theory and value co-creation: An assessment model

Purpose: This paper aims to extend previous value co-creation assessment models providing a new theoretical framework for assessing the value and identifying value co-creation practices. Methodology: By performing an exploratory single case study and exploiting the Practice Theory, we analyze a company belonging to a professional service industry. The engineering service provider industry is the proper organizational context for studying service provider-customer (SPCI) practices due to the intensity of the interactions and the characteristics of the actors involved. Findings: The study identifies forty-two new value co-creation practices classified by the capital they affect and the capital variation factor they enable. Eight of these practices are related to the resource integration allowing the inclusion of the concept into the previous theoretical frameworks. Practical implications: This paper provides a managerial tool for value co-creation and value co-destruction assessment. It also allows monitoring the stages of the shop value (problem definition, problem solution and solution assessment) to drive them towards excellence. Originality: This study identifies a new set of value co-creation practices related to four forms of capital, which define value. In doing so, it improves the accuracy of the former value co-creation assessment models.