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A new dominant logic for marketing has evolved, one that sees both firms and customers as resource integrators. Proponents of this new marketing logic have called for the refinement and elaboration of this resource integration concept and a more explicit connection to the interactivity and networking literature. We address this need by exploring these literatures and drawing inferences for value creation. In particular, we explore how value creation in marketing is reliant upon organizational learning. To do this we draw upon structuration theory as a means of explaining the relationship between organizational and individual learning. We then explore how this relationship helps a firm to improve its value creation capabilities. We examine three key aspects of the structuration process of organizational learning: (1) the structural properties that enable and constrain learning practices; (2) the ways in which knowledgeable individuals carry out learning practices; and (3) the social processes in which learning practices are embedded. We illustrate these processes with the example of a typical network relationship dilemma in the construction industry. We then conclude by highlighting the ways in which our framework captures the central role that marketing plays in enhancing the organization's capacity and capability to engage in knowledge management, organizational learning, and value creation and what that means to both the customer and the organization.

Suppliers use a variety of strategies to gain a preferred position
within their dealers′ supply network. Dealers allocate purchases among
several suppliers in order to maximize benefits from their suppliers′
competitive maneuvers and to avoid being dominated. Uses an extension of
transaction cost analysis and contract law to provide empirical insight
into supplier‐dealer relationships within dealers′ supply networks. Also
suggests simple but powerful mechanisms for suppliers to enhance
relationship strength.

Purpose
– While prior studies have examined how loyal customers create value for preferred manufacturers, this study aims to focus on the supply chain and captures the indirect economic and relational benefits and costs of customer value creation on channel intermediaries.


Design/methodology/approach
– Service-dominant logic is used to explain the rationale behind consumer contributions and supply chain connectedness in an interactive online world. Drawing from the relevant literature, a conceptual model supported by propositions is presented.


Findings
– As manufacturers utilize consumer contributions, affiliated intermediaries will report having less informational power, providing less value to the channel, greater benefit-based and cost-based dependence, heightened efforts to create channel value, an enhanced reputation and greater sales, and greater collaboration with customers.


Research limitations/implications
– This conceptual paper is the beginning of an investigation into the pragmatic function of a service-dominant view as it pertains to a marketing channel. As this avenue for research is further developed, it is important that the propositions included in this study first be examined.


Practical implications
– Awareness of the underlying logic and the resulting impacts should aid channel intermediaries in realizing their own contributions throughout the manufacturer
'
s value chain and recognizing changes to their positions of power. As a result, channel intermediaries should be better positioned to assess the health and future prospects of the relationship.


Originality/value
– This work is the first study to examine potential impacts on the intermediary operating in a channel in which the manufacturer is significantly influenced by consumer contributions.