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Type: Journal article
Title: Cocreation culture in health care organizations
Author: Sharma, S.
Conduit, J.
Citation: Journal of Service Research, 2016; 19(4):438-457
Publisher: SAGE Publications
Issue Date: 2016
ISSN: 1552-7379
Statement of
Shikha Sharma and Jodie Conduit
Abstract: Both health care practice and academe recognize that organizations should modify their business practices to adopt cocreative behaviors and a service-dominant orientation. However, research has provided little understanding of the organizational culture that supports and facilitates cocreation. Contemporary organizational culture models are constrained from explaining cocreation, as they differentiate between an internal and external focus and do not acknowledge the interconnectedness of all actors across traditional organizational boundaries. This research conceptualizes organizational culture from a service-dominant perspective and provides a framework for a cocreation culture type. It utilizes two case studies in the health care industry, inclusive of 10 indepth interviews and six focus groups, to conduct a systematic inductive approach to concept development. The findings reveal that a cocreation culture comprises five core cocreation behaviors: coproduction, codevelopment, coadvocacy, colearning, and cogovernance. Additionally, a series of supportive cocreation behaviors stimulate the interactive nature of cocreation: dialogue, shared market intelligence, mutual capability development, and shared decision-making. These behaviors are underpinned by organizational values of mutual respect, empowerment, and mutual trust. Health care practitioners are encouraged to create opportunities for customers to participate in cocreation activities related to their own treatment plans, ongoing strategic planning, and promotion and governance of the organization.
Keywords: value cocreation; resource integration; organizational culture; cocreation behaviors; values; health care
Rights: © The Author(s) 2016
RMID: 0030052803
DOI: 10.1177/1094670516666369
Appears in Collections:Business School publications

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