Implications of value co-creation in agro-industrial services
Keywords:value Co-creation, value Co-destruction, agro-industrial services, network orchestration
Purpose: This study aims to list the managerial implications arisen from an interaction between a brewery and a Brazilian government agency grounded in the Lean principles of value co-creation through a case study.
Design/Methodology/Approach: Empirical data on the actors were collected through questionnaires with managers and documents shared as they were being filled out. Their content analysis was carried out according to Bardin (2011).
Originality: This is the very first study carried out to evaluate the benefits reaped from an interaction between a brewery and a Brazilian government agency grounded in the Lean principles of value co-creation.
Results: Managerial implications involved in value co-creation are elucidated in respect of agro-industrial services provided by the brewery and a Brazilian government agency. Thus, Integration Strategy, Protection mechanisms and Growth opportunity constitute key elements in networking orchestration while providing agro-industrial services.
Theoretical and methodological contributions: The factors affecting information and knowledge were shared between partners for improving the brewery production chain. The concept of value co-creation allowed overcoming issues of innovation and providing the actors with better services.
Management contributions: Once having identified the three basic elements of a successful cooperation, as well as managerial implications concerning the actors involved, this study assists managers and researchers in developing strategies to overcome the obstacles faced in the provision of agro-industrial services based on the Lean principles of value co-creation. Furthermore, supporting factors in making decisions towards value co-creation are exposed so as to stimulate innovation via value co-creation and network orchestration.
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