An empirical analysis of inter-organisational value co-creation in a supply chain: A process perspective

Steven Jifan Ren, Caihong Hu, Wai Ting Ngai, Mingjian Zhou

Research output: Journal article publicationJournal articleAcademic researchpeer-review

18 Citations (Scopus)


Under competitive environments, supply chain enterprises seek to upstream and downstream firms to collaborate and co-create additional values. This study seeks to identify the process and the mechanism of value co-creation and to realise relational value. From a sample of 110 supplier and client relationships, we empirically examine how the value co-creation process works. Our model identifies bilateral idiosyncratic investment and resource interdependence as two important steps in the value co-creation process as well as verifies the effects of value co-creation on partnership quality. The implications and limitations of the research are presented, and suggestions for future research on inter-firm value co-creation research are provided.
Original languageEnglish
Pages (from-to)969-980
Number of pages12
JournalProduction Planning and Control
Issue number12
Publication statusPublished - 1 Jan 2015


  • bilateral idiosyncratic investment
  • partnership quality
  • process perspective
  • resource interdependence
  • value co-creation

ASJC Scopus subject areas

  • Computer Science Applications
  • Strategy and Management
  • Management Science and Operations Research
  • Industrial and Manufacturing Engineering

Cite this