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The purpose of this study is to recognize the facilitators and inhibitors of value co-creation in the industrial service environment.

First, a systematic literature review (SLR) based on the systematic search flow (SSF) method was conducted, using six databases. Then, the content analysis proposed by Bardin (2011) was used to analyze the selected papers from SLR.

The authors identified a total of 11 facilitators and four inhibitors of value co-creation in industrial services. The findings show that concerning facilitators, the involvement of actors and synergy among participants reported a higher presence. As for the inhibitors, incompatibility among actors and actors' inexperience in the context of value co-creation were the ones that registered the most frequency.

Even though the SLR covered a large proportion of the studies available, this research may not have enabled a complete coverage of all existing peer-reviewed papers in the field of value co-creation in industrial services.

This study assists managers in enhancing the performance of the value co-creation process. This is because, by knowing both the facilitators and inhibitors, managers can have an improved understanding of this process, thereby pondering these elements on the elaboration of their strategies and decision-making.

This study is one of the first attempts to recognize both the facilitators and inhibitors of value co-creation in industrial services.

The purpose of this study is to recognize the empirical inhibitors of knowledge management (KM)in value co-creation in the dairy production context.

This study undertook a qualitative multiple-case study strategy. The datas collected comes from five players in the dairy sector that jointly co-create value. In addition to in-depth interviews with the actors, this study considers complementary documents, with reports, management flowcharts. Content analysis was conducted based on Bardin (2011).

This study identified three empirical barriers for KM in managing value co-creation in dairy production. The inhibitors observed were related to ineffective communication among stakeholders, organizational culture and high competitiveness. This study identified that sharing and KM among actors is a way to stimulate innovative solutions via value co-creation in dairy production.

This study explores the context in the Center-South of Brazil; therefore, it is not generalizable.

The findings help the managers to deal with the KM inhibitors in the value co-creation context and define actions based on the strategies listed to overcome the barriers identified in dairy production. This study can also help managers to change the mindset of organizations by adding KM to the organizational culture, as it identifies existing barriers in the sector and contributes by suggesting attitudes and tools capable of overcoming such difficulties.

Professionals in the dairy sector, especially the small rural producer, can have access to knowledge and professional training through the value co-creation among actors in the dairy sector. In this sense, the milk quality, for example, the nutritional characteristics and traceability of the milk, can be improved for the final consumer.

This study reveals the empirical inhibitors of KM presents in the value co-creation in the dairy production context. Additionally, insights to deal with the lack of sharing information and knowledge among multiple actors.

This study aims to recognize industry 4.0 opportunities and challenges associated with the co-creation of value in industrial services and to propose a theoretical framework for smart industrial services systems.

The authors carried out a systematic literature review based on the systematic search flow method; thereafter, the authors used the content analysis proposed by Bardin (2011) to analyze the resulting portfolio.

The authors identified a total of five industry 4.0 opportunities and five challenges for co-creating value in industrial services. Drawing upon these findings, this paper builds a theoretical framework for the smart industrial services system, in which the industry 4.0 opportunities arise from the digitally mediated inter-firm interactions and the challenges related to the resources of this system.

This study may not have enabled a complete coverage of all existing peer-reviewed articles in the field of value co-creation in industrial services associated with the industry 4.0 technologies. Also, the framework is constrained by being theoretical rather than empirically grounded.

The findings give managers support to devise strategies for overcoming the barriers that impede them from taking advantage of the opportunities offered by industry 4.0 for co-creating value in industrial services.

This paper’s uniqueness is to identify the industry 4.0 opportunities and challenges for value co-creation in the context of industrial services and to propose a framework for the smart industrial services system.

This study aims to empirically investigate how organizations delivering services in business-to-business relations deal with the boundary paradox and knowledge asymmetry in value co-creation.

This study adopted a qualitative multiple case study strategy. Datas were gathered through 13 semi-structured interviews that were then analyzed through the content analysis.

The authors identified three mechanisms that organizations use to deal with the boundary paradox and two strategies to handle the knowledge asymmetry.

First, no opportunities were afforded to involve more participants. Second, owning to confidentiality reasons, not all organizations provided us documents to be analyzed.

The findings guide managers in balancing the use of contracts and trust in inter-firm collaborations and fostering the learning of customers. Also, insights to protect knowledge based on the paradox of openness in value co-creation.

This study’s findings address the gap in value co-creation literature concerning the lack of empirical studies.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Increased production efficiency and firm performance is attainable for organizations that closely engage with partners and other stakeholders to co-create value. Knowledge management plays a crucial role but requires various potential barriers to be identified and addressed in order to generate desired outcomes.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.