| dc.description.abstract | <p><b>Purpose</b> – The paper aims to conceptualize how behavioral shifts in times of crisis drive the transformation
of value co-creation.
<p><b>Design/methodology/approach</b> – Referencing two empirical contexts, the paper explores how digital
service platforms facilitate changes in actors’ mental models and institutional arrangements (legal, social,
technological) that drive transformation of value co-creation in service ecosystems.
<p><b>Findings</b> – The proposed conceptual framework contributes to existing research by identifying micro-level
changes in actors’ mental models and macro-level changes in institutional arrangements enabled by digital
service platforms in service ecosystems. In particular, the framework identifies motivation, agility and
resistance as moderators of behavioral shifts in times of crisis. This account offers a finer-grained theorization
of the moderating factors and underlying mechanisms of service ecosystem transformation but does not
extend to the ensuing “new normal.”
<p><b>Practical implications</b> – The proposed framework indicates how digital platforms support shifts in actors’
behavior and contribute to the transformation of value co-creation. While the enablers are situation-specific and
may therefore vary according to the prevailing conditions, the actor-related concepts advanced here seem likely
to remain relevant when analyzing the transformation of value co-creation in other crisis situations.
<p><b>Originality/value</b> – The new conceptual framework advanced here clarifies how behavioral shifts during
a crisis drive the transformation of value co-creation and suggests directions for future research.
<p><b>Keywords</b> Transformation, Fear, Mental model, Service ecosystem, Crisis, Institutional arrangements,
Behavior shift, Digital service platform
<p><b>Paper type</b> Research paper | en_US |
English
norsk