The Implementation of Value Co-Creation in The Food Industry

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In this study, we analyse, and classify the literature that discusses the implementation of value co-creation in the food industry.For this purpose, we conducted a systematic literature review identified from Scopus database search results.Then, it was further screened and filtered to obtain specific literature that could answer the proposed research question.Our analysis focuses on how those studies put value co-creation into real business and industrial contexts.We are looking at the value co-creation phases, mechanisms, and how those could create particular value.We found that value co-creation can be implemented in various ways tailored to the context that the actors wish to achieve.Another classification is made to find out the focus of the present research.This classification is based on the different functions they were focusing on across the food industry.Finally, we organise and summarise the suggestion for future research directions.

INTRODUCTION
Food is a fundamental and essential need in our lives.The food industry is crucial to every nation in the world.It encompasses diverse activities such as food supply, production, harvesting, processing, packaging, transportation, distribution, consumption, and disposal (Sadiku et al., 2019).
These activities connect to extensive industrial and business processes, where from another perspective, this means a mounting amount of challenges and problems around this industry.
Those challenges are related to sustainability, food safety, and supply chain efficiency.
More challenges come from the dynamic business environment, characterised by rapid technological advancements, shifting consumer preferences, and increasing regulatory pressures (Gellynck et al., 2007).One example of the dynamic nature of the food industry is the growing importance of digital technology and e-commerce (Bachanová, 2018).Food companies need to embrace these new technologies to understand better and cater to the changing preferences and behaviours of their customers (Grewal et al., 2020).Another significant trend is the local food movement that has driven growing demand for organic, natural, and plant-based food products, as well as heightened expectations for transparent and awareness of the environmental and social benefits of supporting local producers (Dagevos & Ophem, 2013;Martinez et al., 2010).Food businesses must respond to these changes and align with consumer values and address environmental and social concerns.
In the face of these challenges, value co-creation offers a promising approach to address these issues by fostering collaboration among stakeholders in the food industry (Vargo & Lusch, 2008).The concept of value co-creation is rooted in service-dominant logic (SDL) and the resource-based view (RBV) of the firm (Vargo & Lusch, 2004;Barney, 1991).It emphasises the active and dynamic participation of consumers, producers, suppliers, and other stakeholders in creating value, leading to more efficient and sustainable outcomes.Within th food industry, value co-creation has been acknowledged as a means of addressing contemporary challenges and driving innovation (Piller et al., 2010).
In this ever-changing landscape, value co-creation can be a powerful tool for food businesses to navigate the dynamic business environment and remain competitive (Dentoni et al., 2016).
By actively involving consumers, suppliers, and other stakeholders in the innovation process, food companies can better anticipate and respond to market trends, technological advancements, and regulatory changes (Vargo & Lusch, 2008).This collaborative approach can lead to more resilient and adaptable business models that thrive in the face of uncertainty and change (Wieland et al., 2012).The literature was collected from Scopus to get reliable literature sources regarding quality and accessibility.The primary keywords "value cocreation" and "food" were used to capture all literature on value co-creation in the food industry.
The food industry encompasses an intricate web of activities associated with providing, consuming, and catering food items and services.Instead of being a singular industry, the food industry consists of various sectors producing various food products.
It includes agriculture, food production, processing, preservation, packaging, distribution, retail, and catering (Sadiku et al., 2019).In essence, the food industry is composed of the following elements.
Hence, we use food as a keyword to capture a more thorough result rather than using "food industry." This structured literature review results in 130 papers based on the Scopus database's article title, abstract, and keyword search results.After that, we screened the paper by using filter limitation in Scopus.It was set to the field of business and management and the English language.Papers not containing the specific topic are excluded.From this screening, 48 papers were obtained.Then, abstract checking and speed reading were done to obtain eligible papers for further analysis and classification.The eligibility criteria are accessibility of the paper, journal article, actual relevancy to the value co-creation and food industry, and not a literature review article.
To answer the research questions, our analysis identifies the focus in the food industry discussed in the selected literature.This identification result is then classified according to functions across the food industry supply chain that they belong to.In constructing the classification, this study adopts the explanation from the Queensland government and a journal article by Sadiku et al. (2019).Therefore, we identify the different functions that exist across the food industry supply chain as follows: a. Food producers, which include farms that grow and harvest fruit and vegetables/agriculture, farms that raise livestock, farms that produce eggs, dairy farms, and commercial fishing boats.(Apostolidis et al., 2021) The industry focus that is being discussed in the document is the food industry, specifically the food service sector.The document provides guidance on how to answer questions related to the case study of Pennine Pubs, a rural pub chain that adopted various co-creation strategies with its main brewer, customers and community members during the Covid-19 lockdowns.The document explains how Pennine Pubs and its stakeholders benefited from collaborating to deliver outcomes that are beneficial to all parties, such as online beer tasting sessions and meals on wheels for vulnerable customers.The document also discusses how Pennine Pubs can retain and expand its value co-creation activities in the post-lockdown period, and how it can incorporate them into a triple bottom line of social justice, economic prosperity and environmental quality.The document also identifies some potential advantages and disadvantages of implementing a dial-a-bus service to transport immobile customers to and from its pubs, such as increased revenue, customer loyalty and reputation, but also increased costs, risks and diversion of focus1.The document suggests some strategic actions that Pennine Pubs and its community members can undertake to cocreate value in its food and drink offerings, such as sourcing local ingredients, linking drinks to tasting sessions, and synchronising menu items with special occasions (Brown et al., 2022) The industry focus that is being discussed in the document is the organic food product distribution system.The document is a study of how to improve the organic product distribution system by applying value co-creation process and knowledge management among all stakeholders in the distribution ecosystem.The document aims to answer three research questions related to the stakeholders, the values and processes, and the business model of the organic product market.
The document reviews the literature on knowledge management and value co-creation, and how they can be integrated to support customer relationship management and service innovation in the organic product market.The document uses a mixedmethodology design that combines qualitative and quantitative methods to collect and analyze data from various sources, such as interviews, questionnaires, cluster analysis, case studies, and business model design.The document presents the results and discussion of the data analysis, and proposes a new business model that incorporates value co-creation and knowledge management among all stakeholders in the organic product distribution system.The document also explains the roles and benefits of each stakeholder in the value co-creation process (Tjhi & Mulyani, ) The industry focus that is being discussed in the document is the food industry.The document provides a classification of the different functions that exist across the food industry supply chain, such as food producers, food processors and manufacturers, distributors, retailers, food service businesses, customers, and authority or government institutions.The document also mentions some examples of each function, such as farms, food manufacturers, transport companies, supermarkets, restaurants, and policy-makers.Therefore, the document is clearly focused on the food industry and its supply chain (Francois et al., 2017).
The industry focus that is being discussed in the document is the agri-food industry, which involves the production, processing, distribution, and consumption of food products derived from agriculture.The document specifically focuses on the horticulture industry in Indonesia, which produces and exports fruits and vegetables.The document proposes a conceptual model for simulating the value co-creation process in the agri-chains network, which is a type of exchange that involves information sharing and collective learning between different actors in the supply chain.The document uses agent-based modeling as a method to capture the complexity and dynamics of interactions between agents in the supply chain.
The document provides the stages of developing and operationalizing the model, and the case study of the Pangalengan cluster in West Java, which involves various actors such as farmers, exporters, supermarkets, and governmental institutions (Handayati et al., 2015).
The industry focus that is being discussed in the document is the food industry supply chain, which includes different functions such as food producers, food processors and manufacturers, distributors, retailers, food service businesses, customers, and authorities.The document provides a classification of these functions and their roles in the food industry (Radic et al., 2023).
The industry focus that is being discussed in the document is the agrifood sector, which is related to the production, processing, distribution, and consumption of food and agricultural products.
The document proposes a managerial vision of how knowledge sharing culture can facilitate the sustainable development of the agrifood sector, especially in the context of the Italian Agri-food Protection Consortia.The document also presents a conceptual and empirical model based on the combination of social cognitive theory and social capital theory to identify the determinants, descriptive variables, and operative activities that influence the knowledge sharing process.The document also describes the data collection and analysis methods, the results, and the discussion of the findings (Maizza et al., 2019).

Industry and Its Implication
Most value co-creation implementations studied in the current literature are desired as a development strategy for the businesses and actors involved with positive outcomes.However, the case study Value co-creation occurs when two service systems share aligned expectations about utilising available resources during their interactions.
However, this co-creation process is at risk if there are differences between the systems concerning anticipated appropriate behaviour (Hubbert et al., 1995in Plé & Cáceres, 2010).In the example of Pennine Pubs, the misalignment of goals and unmet capabilities may lead to value destruction rather than value creation.Value co-destruction is an interactive process between service systems that leads to a decrease in the well-being of at least one of the systems (which can be either individual or organisational).Throughout this process, the service systems engage with one another directly (person-to-person) or indirectly (through devices like goods), integrating and applying resources.
Value co-destruction arises from the improper use of resources during interactions between various service systems, meaning that each service system can misuse its resources, the resources of the other service system, or both can misuse these resources (Plé and Cáceres, 2010).
A similar highlight was raised by Despite the growing body of literature on value co-creation and how essential sustainability of the food industr y is, gaps remain in our understanding of the specific mechanisms and contextual implementation in the food industry.Many researchers have organised, analysed, and synthesised evidence of the current value cocreation research in the hospitality and tourism industry.However, to the extent of our search result, no one has conducted a literature review on value co-creation in the food industry.There is a need for more empirical research and case-based evidence to provide a comprehensive understanding of the phenomenon in this complex and diverse industry.A literature review serves as an excellent means of consolidating research findings, demonstrating evidence at a meta-level, and identifying areas requiring further research, which are crucial aspects of developing theoretical frameworks and constructing conceptual models.A literature review may be the most suitable methodological instrument for providing answers.For instance, literature reviews are beneficial when the researcher aims to offer an overview of a specific issue or research problem.Generally, researchers conduct this kind of literature review to assess current knowledge on a particular subject.It can establish research agendas, pinpoint gaps, or address a specific topic (Snyder, 2019).By conducting a systematic literature review, we want to address the following questions: a.What is the focus of current value co-creation research in the food industry?b.How is value co-creation implemented in the food industry?c.What are the impacts of implementing value co-creation in the food industry?d.What are the future research directions on value co-creation in the food industry?By answering those questions, this study contributes to capturing the current research development and value co-creation practices in the food industry.This information is helpful for future research directions and creates innovation in the food industry.It can also be a reference on examples of value co-creation design and knowledge spread to the practitioner in the food industry to understand how value co-creation realise in the actual business case, how to create specific values through various value co-creation practices, and how value co-creation create benefits to businesses in the food industry.METHODS The method of this literature review adopts from other literature studies by Al Mahalah et al. (2022), Aquilani et al. (2020), Passafaro & Vechhione (2022), Ribeiro et al. (2023), and Yuanita et al. (2015) and to the guides provided by Pickering & Byrne (2014).The process begins with a search for pertinent literature in the Scopus database.Identified articles are then briefly evaluated by examining their titles and abstracts against predetermined criteria to determine their eligibility and relevance.The structured literature review in this study concentrates on value co-creation in the food industry.
Figure 1.Data collection procedures

Finally, the suggestions
for future research outlined in the study can guide managers in future-proofing their business strategies.By staying abreast of emerging trends and potential areas of exploration in value co-creation, managers can ensure that their strategies remain relevant and competitive in a rapidly evolving industry.In conclusion, the findings of this study provide a roadmap for managers in the food industry to harness the potential of value co-creation.By embracing these insights, they can drive innovation, enhance customer engagement, and achieve sustainable growth in the highly competitive and dynamic landscape of the food industry.CONCLUSION This study examined the literature on value cocreation in the food industry by conducting a systematic literature review from the Scopus database.Our analysis revealed that value cocreation is predominantly discussed in the agrifood sector context, with most studies focusing on collaborations involving multiple actors.We found that value co-creation can be implemented in various ways, tailored to the context and goals of the involved actors, leading to positive outcomes in most cases.However, we also identified potential risks and challenges associated with value cocreation, such as misalignment of goals, unmet capabilities, and value destruction.Moreover, the study highlighted the importance of relational capabilities in successful value cocreation and the potential of value co-creation in addressing sustainability issues in the food industry, such as food waste reduction and food security improvement.Despite these findings, gaps remain in our understanding of the specific mechanisms and contextual implementation of value co-creation in the food industry.As such, we organized and summarized suggestions for future research directions from the selected literature.This study contributes to capturing the current research development and value co-creation practices in the food industry, providing valuable insights for future research and fostering innovation in the sector.It serves as a reference for practitioners in the food industry, helping them understand how value cocreation can be realized in real business cases, create specific values through various practices, and benefit businesses in the food industry.Based on this systematic literature review, value co-creation in food industry still needs more research and development.Most of the selected literature in this review identifies value co-creation merely on the collaboration and coordination that happened.Not many connect with co-creation theory, frameworks, or designed co-creation modeling.In a similar sense, more research is needed to implement existing co-creation theory, proposed frameworks, and models.More evidence of implementing value co-creation in each aspect of the food industry is needed with more quantified results.A value co-creation research that comes from a good understanding of the problem and challenges of all the involved actors may provide valuable information on a "successful" value cocreation.Value co-creation can be a practical solution in addressing sustainability challenges.One of them is addressing the food industry's food loss and waste problem.Literature discussing this problem is still rare.The solution to overcome sustainability challenges requires a holistic approach, collected awareness and effort, and efficiency in each industry process where the mindset is to create a sustainable, even more circular business ecosystem.The sharing of knowledge, resources, and well-aligned goals that co-creation embodies is vital in creating a circular business ecosystem.

Table 1 .
The present research focuses on the implementation of value co-creation in the food industry

Table 2 .
Value co-creation mechanism in the selected literature Assessing how government actions facilitate or hinder value co-creation processes can provide vital insights for policymakers and stakeholders, helping them to create environments that foster effective and sustainable value co-creation.A significant