How can dynamic capabilities make sense in avoiding value co-creation traps?

Abstract

Purpose The existing research rarely explains the role of dynamic capabilities in the creation of value co-creation behaviors. The purpose of this paper is to explore how dynamic capabilities play a role in avoiding value co-creation traps and generating new value co-creation behaviors. Design/methodology/approach This paper collects rich interview and archival data from two Chinese manufacturing companies to examine value co-creation in digital servitization by the case study. Findings The paper discovers the value co-creation traps that enterprises face in digital servitization and analyzes the important role of resource and technology integration capabilities in avoiding these traps. Also, the research explores how network capability affects the generation of new value co-creation behaviors. Originality/value This paper develops a framework for dynamic capabilities to avoid value co-creation traps and generate new value co-creation behaviors.

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