Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.816105
Title: The co-creation and co-destruction of value outcomes : a client perspective on service provision in projects
Author: Fuentes, Marcos Eliut González
ISNI:       0000 0004 9353 4262
Awarding Body: UCL (University College London)
Current Institution: University College London (University of London)
Date of Award: 2020
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Abstract:
Many client organisations act as project sponsors, owners, and users in project settings. Thus, they organise themselves across the project to configure, design and deliver valuable outcomes for the long-term. However, research in projects has shown that many projects fail to meet mandatory objectives and ultimately to accomplish the project vision in the longterm (Morris 2013). Some projects, rather than creating value, they destroy it, directly affecting organisational business models and other societal aspects (Fuentes et al. 2019). One of the key problems behind this lack of focus on the value for long-term has been that, historically, projects have focused upon engineering value through manufacturing and production. While these aspects are relevant, a complementary perspective is necessary to design and deliver valuable outcomes for the long-term. Thus, the purpose of this research is to offer an alternative perspective on how to co-create valuable outcomes for the client organisation. From a theoretical approach, the Service-Dominant Logic (SDL), from marketing, is to date the most relevant and modern framework to explore how value outcomes can be co-created for the long-term (Vargo and Lusch 2016; Grönroos 2017). Thus, SDL is taken as a starting point, yet this study critically analyses SDL to understand what aspects can be used in the business of the project. To this end, this research used six qualitative empirical project case studies of two public sector client organisations in England. The results originally offer a process by which value outcomes are co-created. The process shows: (a) eight key-value interactions to co-create value; (b) four key-generative mechanisms to facilitate an organisational structure to co-create valuable outcomes; and, (c) a set of five types of integrated value outcomes, which emerge on the long-term. This research, therefore, may provide a set of principles for project practitioners on how to cocreate value outcomes across the project lifecycle.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.816105  DOI: Not available
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