The Impact Mechanism of Value Co-Creation on Enterprise Performance

Abstract

In the contemporary business landscape, which is characterized by the integration of digital technologies with numerous industries, the concept of value co-creation is becoming an increasingly important and creative competitive strategy. Scholars have highlighted the absence of robust arguments and theoretical guidance for organizations seeking to implement value co-creation practices with consumers. This thesis employs the theory of value co-creation as a foundational framework and a mixed-methods approach, utilizing structural equation modelling (SEM), to investigate the mechanism through which value co-creation affects enterprise performance. The findings of the research demonstrate that business model innovation acts as a mediating factor between value co-creation and enterprise performance, while internal process management exerts a moderating influence between the two. It is recommended that the findings of this research be employed to develop efficacious strategies for the implementation of value co-creation in enterprise practice management, with the objective of enhancing enterprise performance.