Corporate culture and co-creation of value. The Zeta Consulting case

Purpose – Starting from the theoretical perspective of the Service-Dominant Logic (Vargo and Lusch, 2008), the work aims to verify how companies values might facilitate the process of value creation in the service sector. To this end, the focus is on Zeta Consulting, a company recognized as an innovative reality of relevance in the consulting business arena. Design/methodology/approach – The work is based on the double nature research method of literature review and case study (Yin, 2002). In particular, it was applied the method of the single case study, which is considered suited to the analysis of the phenomenon under study. The analysis makes use of primary and secondary data. Findings – The research highlights the key elements of a process of value creation that is successful (resources, actors, etc.) (Polese, Pels and Brodie, 2011) in the service sector. It is supported the thesis to which the company values (although impacting at different levels) favor the development of practices aimed at creating a functional, emotional, social, corporate and environmental value (Carroll and Buchholtz, 2014) enjoyed by both internal and external actors to the company. Research implications – The work explodes the theoretical approach of Service-Dominant Logic to test the co-creation of value in the real and practical phenomena. Co-creation of value is recognizes as a useful process to rethink and improve the service. The work shows new opportunities for service companies that can favor the quality and efficiency in service, in a word excellence. Originality – Scholars, researchers and entrepreneurs have extensively analyzed and shared the benefits of an entrepreneurial culture that favors the processes of value co-creation (Payne, Storbacka and Frow, 2008). This research investigates in detail the corporate culture, the cocreation of value and the sector of services through the lens of a practical case.