The Dynamics of Co-creation and Co-destruction: A Company-Consultant Interaction

Abstract

The case study examines how a consultant and a client make sense of their mutual interaction, the aim of which was to co-create value for the client’s business. The theoretical framework of the study draws from the discussions of co-creation and co-destruction of value, and adds a sensemaking perspective to these. The data for the study consist of personal interviews, which were analysed with qualitative content analysis. The case study illustrates how the consultant and the client retrospectively re-interpret the value of co-constructing and de-constructing events and their connections to each other. In particular, both of them attach new meanings to value de-constructing events, which are re-interpreted as key learning experiences. The results of the case study outline the complexity of value co-creation and co-destruction dynamics over time, but also bring forward the possible benefits of engaging in reflexive activity, which aids the understanding of value co-creation processes in business.