Yindyamarra: Value Co-creation with Aboriginal Australians

Lawrence, J; Lock, M; Kleinschafer, J; Naden, P; Gibbs, C; Gordon, J; Burmeister, OK

Yindyamarra: Value Co-creation with Aboriginal Australians

Lawrence, J Lock, M

Kleinschafer, J Naden, P Gibbs, C Gordon, J Burmeister, OK

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Publisher:: SAGE Publications
Publication Type:: Journal Article
Citation:: International Journal of Market Research, 2023, 65, (2-3), pp. 191-214
Issue Date:: 2023-03-01

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Field	Value	Language
dc.contributor.author	Lawrence, J
dc.contributor.author	Lock, M https://orcid.org/0000-0002-9810-6086
dc.contributor.author	Kleinschafer, J
dc.contributor.author	Naden, P
dc.contributor.author	Gibbs, C
dc.contributor.author	Gordon, J
dc.contributor.author	Burmeister, OK
dc.date.accessioned	2024-05-30T20:11:02Z
dc.date.available	2024-05-30T20:11:02Z
dc.date.issued	2023-03-01
dc.identifier.citation	International Journal of Market Research, 2023, 65, (2-3), pp. 191-214
dc.identifier.issn	1470-7853
dc.identifier.issn	2515-2173
dc.identifier.uri	http://hdl.handle.net/10453/179353
dc.description.abstract	Bringing together individuals of diverse perspectives in a research team can be challenging, especially when one perspective has been largely unacknowledged. The phrase ‘Value co-creation’ is used in marketing to include the voice of the consumer in the development of offerings so as to create value for both the organisation and the consumer. This study examines how well value co-creation model captures a process of research collaboration that privileges marginalised voices in a culturally sensitive and safe way. We examine a project that brought together three different, but not necessarily mutually exclusive, groups of people: Aboriginal community members; health care practitioners, policymakers and marketing experts. It is revealed that the value co-creation model exemplifies many of the elements needed to weave together different methodological perspectives and manage the dynamics of a research team. However, some adaptations were required, particularly: the inclusion of a ‘cultural broker’; a means of ‘cultural governance’; and the addition of a sixth pillar to the model – ‘evaluation’.
dc.language	en
dc.publisher	SAGE Publications
dc.relation.ispartof	International Journal of Market Research
dc.relation.isbasedon	10.1177/14707853221139700
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	0806 Information Systems, 1505 Marketing
dc.subject.classification	Marketing
dc.subject.classification	3506 Marketing
dc.title	Yindyamarra: Value Co-creation with Aboriginal Australians
dc.type	Journal Article
utslib.citation.volume	65
utslib.for	0806 Information Systems
utslib.for	1505 Marketing
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Faculty of Health
pubs.organisational-group	University of Technology Sydney/Faculty of Health/Public Health
utslib.copyright.status	closed_access	*
dc.date.updated	2024-05-30T20:11:01Z
pubs.issue	2-3
pubs.publication-status	Published
pubs.volume	65
utslib.citation.issue	2-3

Abstract:

Bringing together individuals of diverse perspectives in a research team can be challenging, especially when one perspective has been largely unacknowledged. The phrase ‘Value co-creation’ is used in marketing to include the voice of the consumer in the development of offerings so as to create value for both the organisation and the consumer. This study examines how well value co-creation model captures a process of research collaboration that privileges marginalised voices in a culturally sensitive and safe way. We examine a project that brought together three different, but not necessarily mutually exclusive, groups of people: Aboriginal community members; health care practitioners, policymakers and marketing experts. It is revealed that the value co-creation model exemplifies many of the elements needed to weave together different methodological perspectives and manage the dynamics of a research team. However, some adaptations were required, particularly: the inclusion of a ‘cultural broker’; a means of ‘cultural governance’; and the addition of a sixth pillar to the model – ‘evaluation’.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/179353