Value co-creation process of integrated product-services: Effect of role ambiguities and relational coping strategies

David Rönnberg Sjödin, Vinit Parida, Joakim Wincent

Research output: Contribution to journalArticleScientificpeer-review

106 Citations (Scopus)


Co-creating value is central to providing product–service solutions. The present study contributes to a better understanding of the transition process from traditional transaction-oriented roles to future co-creation roles within provider–customer relationships. Our inductive analysis of cross-comparative case studies, including eight provider–customer relationships, identifies significant role ambiguities among actors involved in this transition. In addition to identifying challenges, we explain how relational coping strategies help the partners manage the presence of role ambiguities during the value co-creation process. Notably, three types of role ambiguities (vague role expectations, unclear role descriptions and uncertain role scripts) often serve as barriers to co-creating value across different phases of the value co-creation process and require different relational response strategies (role clarification, role redefinition and role adaption) to cope with unclear expectations, responsibilities and demands. The present study contributes to the emerging literature on value co-creation by underlining the role dynamics in provider and customer relationships during the co-creation process of product–service solutions.
Original languageEnglish
Peer-reviewed scientific journalIndustrial Marketing Management
Issue numberJuly
Pages (from-to)108-119
Number of pages12
Publication statusPublished - 16.04.2016
MoE publication typeA1 Journal article - refereed


  • 512 Business and Management
  • Product-service system
  • Service-dominant logic
  • Servitization
  • Service innovation
  • Integrated solutions


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