Examining Antecedents Of Value Co-Creation In SPO Value Networks

In seeking to add value under burgeoning environmental constraints, Social Purpose Organisations (SPOs) are reconfiguring traditional, silo business models, towards value networks thereby extending the potential for value co-creation (VCC) with multiple stakeholders. To compete for large service contracts in a competitive environment, characterised by increasing demand for public services, and reduced resources, SPOs have had to scale up their operations by forming inter-sectoral and cross-sectoral collaborations. However, VCC is differentiated within a value network as the context of the service delivery environment is more complex and dynamic. Embedding VCC requires changes to SPOs business models, yet much also remains unknown on how SPOs can effectively innovate their business model to operate within a value network. Accordingly, this paper aims to address these limitations by examining antecedents of dimensions of the VCC process in SPO value networks.