Abstract
The value concept which has been defined as produced by the firm and consumed by the customer in the traditional Goods-Dominant logic perspective is discussed in the marketing literature based on the Service-Dominant logic for two decades. Service-Dominant logic led to radical changes in the basic arguments of value by conceptualizing the value created in the interaction between actors. It is important to eliminate or reduce obstacles such as boundaries and asymmetry in the exchange of information between the firm and the customer in the process of value co-creation. The DART model consists of dialogue, access, risk, and transparency components, which are important in making the flow between the actors faster and more efficient. The model creates interdependent conditions for creating an organizational climate conducive to co-creating value. The DART approach, which provides the basic conditions for value co-creation among the actors, also plays an active role in ensuring long-term and sustainable firm–customer relations. Efforts to integrate actors into value co-creation processes also lead to formulating innovation strategies of firms. The existence of innovative approaches in the service concepts perceived by the customers enables the firm to be perceived as creative and progressive. Value co-creation also leads to the emergence of a firm perception that differs from its competitors by customers. The active participation of actors in the creation processes of value causes customer loyalty and therefore to plays an active role in the formation of sustainable relationships by providing interaction. The airline firms play an active role (with increasing their bilateral interactions and information sharing) in the process of value co-creation. The fact that the information about benefits and costs in the relationship between actors (firms and passengers) is more clear and understandable, will increase the passengers’ participation in the value co-creation process for sustainability.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Abdi Y, Li X, Càmara-Turull X (2020) Impact of sustainability on firm value and financial performance in the air transport industry. Sustainability 12(23):9957
Agarwal N, Soh C, Yeow A (2016) Value co-creation in service ecosystems: a member perspective
Albinsson PA, Perera BY, Sautter PT (2016) DART scale development: diagnosing a firm’s readiness for strategic value co-creation. J Market Theory Pract 24(1):42–58
Amaeshi KM, Crane A (2006) Stakeholder engagement: a mechanism for sustainable aviation. Corp Soc Responsib Environ Manag 13(5):245–260
Anderson JC, Kumar N, Narus JA (2007) Value merchants: demonstrating and documenting superior value in business markets. Harvard business press
Aquilani B, Silvestri C, Ruggieri A (2016) Sustainability, TQM and value co-creation processes: the role of critical success factors. Sustainability 8(10):995
Arnold M (2017) Fostering sustainability by linking co-creation and relationship management concepts. J Clean Prod 140:179–188
Assiouras I, Skourtis G, Giannopoulos A, Buhalis D, Koniordos M (2019) Value co-creation and customer citizenship behavior. Ann Tour Res 78:102742
Balmer JM, Greyser SA (2002) Managing the multiple identities of the corporation. Calif Manag Rev 44(3):72–86
Biggemann S, Williams M, Kro G (2014) Building in sustainability, social responsibility and value co-creation. J Bus Ind Mark 29(4):304–312
Björkdahl J, Holmén M (2013) Business model innovation–the challenges ahead. Int J Prod Dev 18(3/4):213–225
Borys B, Jemison DB (1989) Hybrid arrangements as strategic alliances: theoretical issues in organizational combinations. Acad Manag Rev 14(2):234–249
Campbell JL (2007) Why would corporations behave in socially responsible ways? An institutional theory of corporate social responsibility. Acad Manag Rev 32(3):946–967
Clarkson ME (1995) A stakeholder framework for analyzing and evaluating corporate social performance. Acad Manag Rev 20(1):92–117
Cossío-Silva FJ, Revilla-Camacho MÁ, Vega-Vázquez M, Palacios-Florencio B (2016) Value co-creation and customer loyalty. J Bus Res 69(5):1621–1625
Darby MR, Karni E (1973) Free competition and the optimal amount of fraud. J Law Econ 16(1):67–88
EASA (2019) European aviation report 2019
Edvardsson B, Tronvoll B, Gruber T (2011) Expanding understanding of service exchange and value co-creation: a social construction approach. J Acad Mark Sci 39(2):327–339
Fernando Y, Chukai C (2018) Value co-creation, goods and service tax (GST) impacts on sustainable logistic performance. Res Transp Bus Manag 28:92–102
Flint DJ (2006) Innovation, symbolic interaction and customer valuing: thoughts stemming from a service-dominant logic of marketing. Mark Theory 6(3):349–362
Furrer O (2010) A customer relationship typology of product services strategies. In: The Handbook of Innovation and Services. Edward Elgar Publishing
Gebauer H, Gustafsson A, Witell L (2011) Competitive advantage through service differentiation by manufacturing companies. J Bus Res 64(12):1270–1280
Geum Y, Park Y (2011) Designing the sustainable product-service integration: a product-service blueprint approach. J Clean Prod 19(14):1601–1614
Grandy G, Levit T (2015) Value co-creation and stakeholder complexity: what strategy can learn from churches. Qual Res Organ Manag Int J
Grönroos C (2011) Value co-creation in service logic: a critical analysis. Mark Theory 11(3):279–301
Grönroos C, Voima P (2013) Critical service logic: making sense of value creation and co-creation. J Acad Mark Sci 41(2):133–150
Gummesson E, Mele C, Polese F, Galvagno M, Dalli D (2014) Theory of value co-creation: a systematic literature review. Manag Serv Qual
Hatch MJ, Schultz M (2010) Toward a theory of brand co-creation with implications for brand governance. J Brand Manag 17(8):590–604
Hoyer WD, Chandy R, Dorotic M, Krafft M, Singh SS (2010) Consumer cocreation in new product development. J Serv Res 13(3):283–296
International Air Transport Association (IATA) (2019) Annual review 2019. IATA
International Civil Aviation Organization (2011) Aviation & sustainability. Determining the complex environmental, economic and social impacts that are defining aviation’s future. ICAO J 66(6):1–36
Karpen IO, Bove LL, Lukas BA (2012) Linking service-dominant logic and strategic business practice: a conceptual model of a service-dominant orientation. J Serv Res 15(1):21–38
Karpen IO, Bove LL, Lukas BA, Zyphur MJ (2015) Service-dominant orientation: measurement and impact on performance outcomes. J Retail 91(1):89–108
Lacoste S (2012) “Vertical coopetition”: The key account perspective. Ind Mark Manag, 41(4):649–658
Lacoste S (2016) Sustainable value co-creation in business networks. Ind Mark Manage 52:151–162
Laperche B, Picard F (2013) Environmental constraints, product-service systems development and impacts on innovation management: learning from manufacturing firms in the French context. J Clean Prod 53:118–128
Lindström T, Polsa P (2016) Coopetition close to the customer—a case study of a small business network. Ind Mark Manage 53:207–215
Lufthansa Group (2019) Balance sustainability report 2019, 25th issue. https://www.lufthansagroup.com/media/downloads/en/responsibility/LH-sustainability-report-2019.pdf
Lusch RF, Nambisan S (2015) Service innovation: a service-dominant logic perspective. MIS Q 39(1):155–176
Ma Y, Rong K, Luo Y, Wang Y, Mangalagiu D, Thornton TF (2019) Value co-creation for sustainable consumption and production in the sharing economy in China. J Clean Prod 208:1148–1158
Martín-de Castro G, Amores-Salvadó J, Navas-López JE (2016) Environmental management systems and firm performance: improving firm environmental policy through stakeholder engagement. Corp Soc Responsib Environ Manag 23(4):243–256
Mauser W, Klepper G, Rice M, Schmalzbauer BS, Hackmann H, Leemans R, Moore H (2013) Transdisciplinary global change research: the co-creation of knowledge for sustainability. Curr Opin Environ Sustain 5(3–4):420–431
Mazur J, Zaborek P (2014) Validating DART model. Int J Manag Econ 44(1):106–125
McKelvey M, Holmén M (eds.) (2006) Flexibility and stability in the innovating economy. Oxford University Press
Nidumolu R, Prahalad CK, Rangaswami MR (2009) Why sustainability is now the key driver of innovation. Harv Bus Rev 87(9):56–64
Ordieres-Meré J, Remón TP, Rubio J (2020) Digitalization: an opportunity for contributing to sustainability from knowledge creation. Sustainability 12(4):1460
Payán-Sánchez B, Plaza-Úbeda JA, Pérez-Valls M, Carmona-Moreno E (2018) Social embeddedness for sustainability in the aviation sector. Corp Soc Responsib Environ Manag 25(4):537–553
Payne AF, Storbacka K, Frow P (2008) Managing the co-creation of value. J Acad Mark Sci 36(1):83–96
Porter ME, Van der Linde C (1995) Toward a new conception of the environment-competitiveness relationship. J Econ Perspect 9(4):97–118
Prahalad CK, Ramaswamy V (2001a) The collaboration continuum. Optim Magaz 31–39
Prahalad CK, Ramaswamy V (2004b) The future of competition: co-creating unique value with customers. Harvard Business Press
Prahalad CK, Ramaswamy V (2001b) The value creation dilemma: new building blocks for co-creating experience. Harv Bus Rev 18(3):5–14
Prahalad CK, Ramaswamy V (2004a) Co-creation experiences: the next practice in value creation. J Interact Mark 18(3):5–14
Ramaswamy V (2005) Co-creating experiences with customers: new paradigm of value creation. TMTC J Manag 8:6–14
Ramaswamy V (2008) Co‐creating value through customers’ experiences: the Nike case. Strat Leadersh
Ramirez R (1999) Value co-production: intellectual origins and implications for practice and research. Strateg Manag J 20(1):49–65
Ranjan KR, Read S (2016) Value co-creation: concept and measurement. J Acad Mark Sci 44(3):290–315
Rantala T, Ukko J, Saunila M, Havukainen J (2018) The effect of sustainability in the adoption of technological, service, and business model innovations. J Clean Prod 172:46–55
Russo MV, Fouts PA (1997) A resource-based perspective on corporate environmental performance and profitability. Acad Manag J 40(3):534–559
Russo-Spena T, Mele C (2012) “Five Co-s” in innovating: a practice-based view. J Serv Manag 23(4):527–553
Saarijärvi H (2012) The mechanisms of value co-creation. J Strateg Mark 20(5):381–391
Salzmann O, Ionescu-Somers A, Steger U (2005) The business case for corporate sustainability: literature review and research options. Eur Manag J 23(1):27–36
Scandelius C, Cohen G (2016) Sustainability program brands: platforms for collaboration and co-creation. Ind Mark Manage 57:166–176
Schiavone F, Metallo C, Agrifoglio R (2014) Extending the DART model for social media. Int J Technol Manag 66(4):271–287
Sesliokuyucu OS, Polat İ (2020) Dialogue and transparency in value co-creation: An empirical analysis of airline passengers. J Aviat Res 2(2):168–181
Seuring S, Gold S (2013) Sustainability management beyond corporate boundaries: from stakeholders to performance. J Clean Prod 56:1–6
Sheth JN, Uslay C (2007) Implications of the revised definition of marketing: from exchange to value creation. J Public Policy Mark 26(2):302–307
Taghizadeh SK, Jayaraman K, Ismail I, Rahman SA (2016) Scale development and validation for DART model of value co-creation process on innovation strategy. J Bus Indus Market
Taneja NK (2016) Airline industry: poised for disruptive innovation? Routledge
Thorelli HB (1986) Networks: between markets and hierarchies. Strateg Manag J 7(1):37–51
Tress G, Tress B, Fry G (2005) Clarifying integrative research concepts in landscape ecology. Landscape Ecol 20(4):479–493
Vargo SL (2008) Customer integration and value creation: paradigmatic traps and perspectives. J Serv Res 11(2):211–215
Vargo SL, Lusch RF (2004) Evolving to a new dominant logic for marketing. J Mark 68(1):1–17
Vargo SL, Lusch RF (2008) Service-dominant logic: continuing the evolution. J Acad Mark Sci 36(1):1–10
Vargo SL, Lusch RF (2016) Institutions and axioms: an extension and update of service-dominant logic. J Acad Mark Sci 44(1):5–23
Vargo SL, Maglio PP, Akaka MA (2008) On value and value co-creation: a service systems and service logic perspective. Eur Manag J 26(3):145–152
Veliyath R, Fitzgerald E (2000) Firm capabilities, business strategies, customer preferences, and hypercompetitive arenas: the sustainability of competitive advantages with implications for firm competitiveness. Compet Rev Int Bus J
Von Hippel E (2005) Open source software projects as user innovation networks. Perspect free Open Source Softw 267–278
Williams J, Aitken R (2011) The service-dominant logic of marketing and marketing ethics. J Bus Ethics 102(3):439–454
Yi Y, Gong T (2013) Customer value co-creation behavior: Scale development and validation. J Bus Res 66(9):1279–1284
Zwass V (2010) Co-creation: Toward a taxonomy and an integrated research perspective. Int J Electron Commer 15(1):11–48
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2022 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
About this chapter
Cite this chapter
Polat, I. (2022). Value Co-Creation in Airline Ecosystem: Framework Integrating Sustainability and Dart Model. In: Kiracı, K., Çalıyurt, K.T. (eds) Corporate Governance, Sustainability, and Information Systems in the Aviation Sector, Volume I. Accounting, Finance, Sustainability, Governance & Fraud: Theory and Application. Springer, Singapore. https://doi.org/10.1007/978-981-16-9276-5_3
Download citation
DOI: https://doi.org/10.1007/978-981-16-9276-5_3
Published:
Publisher Name: Springer, Singapore
Print ISBN: 978-981-16-9275-8
Online ISBN: 978-981-16-9276-5
eBook Packages: Business and ManagementBusiness and Management (R0)