The learning organization as a context for value co-creation

Mastio, E; Chew, E; Dovey, KA

The learning organization as a context for value co-creation

Mastio, E

Chew, E Dovey, KA

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Publisher:: Emerald
Publication Type:: Journal Article
Citation:: The Learning Organization, 2019, ahead-of-print (ahead-of-print)
Issue Date:: 2019-12-19

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Field	Value	Language
dc.contributor.author	Mastio, E https://orcid.org/0000-0002-6288-6033	en_US
dc.contributor.author	Chew, E	en_US
dc.contributor.author	Dovey, KA	en_US
dc.date.issued	2019-12-19	en_US
dc.identifier.citation	The Learning Organization, 2019, ahead-of-print (ahead-of-print)	en_US
dc.identifier.issn	0969-6474	en_US
dc.identifier.uri	http://hdl.handle.net/10453/138533
dc.description.abstract	<jats:sec> <jats:title content-type="abstract-subheading">Purpose</jats:title> <jats:p>This paper aims to explore the relationship between the concept of the learning organization and that of the co-creation of value.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Design/methodology/approach</jats:title> <jats:p>The paper is conceptual in nature and draws on data from a case study of a small highly innovative Australian company.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Findings</jats:title> <jats:p>The authors show that, from a value co-creation perspective, the learning organization can be viewed as an open, collaborative, social/economic actor engaged in social/economic activities with other interdependent actors (organizations or stakeholders) in a network or ecosystem of actors to serve its mission/purpose and the well-being of the ecosystem.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Research limitations/implications</jats:title> <jats:p>As a conceptual paper, the authors rely primarily on previous research as the basis for the argument. The implications of the findings are that, as value co-creation practices are founded upon the generation and leveraging of specific intangible capital resources, more research located in alternative research paradigms is required.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Practical implications</jats:title> <jats:p>There are important implications for organizational leadership in that the practices that underpin value co-creation require the leadership to be able to work constructively with multiple forms of systemic and agentic power.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Social implications</jats:title> <jats:p>In increasingly turbulent and hyper-competitive global operational contexts, sustainable value creation is becoming recognized as a collective achievement within a broad eco-system of collaborators. This has implications for the relational capabilities of all collaborators.</jats:p> </jats:sec> <jats:sec> <jats:title content-type="abstract-subheading">Originality/value</jats:title> <jats:p>The authors introduce a new perspective on the role of power management in the facilitation of the co-creation of value. Arguing that value creation is becoming recognized as a “collective achievement”, they focus on the collaborative practices that enable such an achievement.</jats:p> </jats:sec>	en_US
dc.language	en	en_US
dc.publisher	Emerald	en_US
dc.relation.ispartof	The Learning Organization	en_US
dc.relation.isbasedon	10.1108/tlo-12-2018-0219	en_US
dc.rights	This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here - https://dx.doi.org/10.1108/tlo-12-2018-0219. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.	en_US
dc.rights	info:eu-repo/semantics/openAccess
dc.subject.classification	Business & Management	en_US
dc.title	The learning organization as a context for value co-creation	en_US
dc.type	Journal Article
utslib.citation.volume	ahead-of-print	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Professional Practice and Leadership
utslib.copyright.status	open_access	*
pubs.issue	ahead-of-print	en_US
pubs.publication-status	Published	en_US
pubs.volume	ahead-of-print	en_US

Abstract:

Purpose This paper aims to explore the relationship between the concept of the learning organization and that of the co-creation of value. Design/methodology/approach The paper is conceptual in nature and draws on data from a case study of a small highly innovative Australian company. Findings The authors show that, from a value co-creation perspective, the learning organization can be viewed as an open, collaborative, social/economic actor engaged in social/economic activities with other interdependent actors (organizations or stakeholders) in a network or ecosystem of actors to serve its mission/purpose and the well-being of the ecosystem. Research limitations/implications As a conceptual paper, the authors rely primarily on previous research as the basis for the argument. The implications of the findings are that, as value co-creation practices are founded upon the generation and leveraging of specific intangible capital resources, more research located in alternative research paradigms is required. Practical implications There are important implications for organizational leadership in that the practices that underpin value co-creation require the leadership to be able to work constructively with multiple forms of systemic and agentic power. Social implications In increasingly turbulent and hyper-competitive global operational contexts, sustainable value creation is becoming recognized as a collective achievement within a broad eco-system of collaborators. This has implications for the relational capabilities of all collaborators. Originality/value The authors introduce a new perspective on the role of power management in the facilitation of the co-creation of value. Arguing that value creation is becoming recognized as a “collective achievement”, they focus on the collaborative practices that enable such an achievement.

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http://hdl.handle.net/10453/138533