Purpose: The authors anticipate that in a post-COVID, hyper-connected and interdependent world, all businesses will inevitably have to become co-creational “living” enterprises -- organizations that purposefully learn and adapt through experiential interactions with all stakeholders....

Purpose: The purpose of this paper is to conceptualize the “interacted” actor and connect it with practices of managerial value creation in an interactive business world. In doing so, it accounts for the interactive agency of actors via dynamics of the creational process across increasing...

Purpose: The author explains how networked interaction, propelled by the internet and the forces of digitalization, ubiquitous connectivity, globalization and social media has become the new locus for creating value. And how that networked interaction is accelerating the shift of value creation...

The traditional system of company‐centric value creation (that has served us so well over the past 100 years) is becoming obsolete. Leaders now need a new frame of reference for value creation. In the emergent economy, competition will center on personalized co‐creation experiences,...

Purpose – This case aims to demonstrate how leading firms are learning how to sustain competitive advantage by co‐creating experiences of value with customers. Design/methodology/approach – The shoe company Nike provides a glimpse of the next “best practices” of value co‐creation...

Purpose – Leading businesses are learning how to use the engagement experiences of individuals and communities as the new basis of their value creation for customers. This paper aims to look at this issue. Design/methodology/approach – To initiate and implement this co‐creation model,...