This study analyzes value co-creation (VCC) and value co-destruction (VCD) in knowledge-intensive services from a knowledge management perspective. According to the dominant service logic, value is co-created in interactions between companies and customers. However, value can also be destroyed by failures in relational, communicative, or resource integration. The study’s objective was to propose managerial guidelines to mitigate VCD and promote VCC in this context.
The study employed a qualitative, applied, and prescriptive approach through design science research (DSR). A literature review was conducted, along with seventeen semi-structured interviews with managers, experts, and clients from three small companies operating in the Florianópolis region in the segments of human resources consulting, quality certification, and brand strategy. Based on thematic data analysis, an analytical framework comprising three central dimensions was developed and validated: Communication and Engagement, Knowledge Resources, and Relationship and Collaboration.
The results indicate that communication problems, fragmented channels, low client participation, a lack of knowledge sharing, and difficulty understanding the service act as inhibitors of VCC and catalysts of VCD. Conversely, trust, frequent alignment, clear objectives, access to experts, continuous learning, and collaboration strengthen value creation. Additionally, it was found that team turnover, excessive dependence on experts, and resistance to change increase the risk of value destruction.
As a practical contribution, seven knowledge management (KM)-based management guidelines focused on client leadership engagement, knowledge sharing, organizational learning, and retention of critical knowledge were proposed. In conclusion, KM is essential for mitigating losses and maximizing benefits in knowledge-intensive services.