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Both health care practice and academe recognize that organizations should modify their business practices to adopt cocreative behaviors and a service-dominant orientation. However, research has provided little understanding of the organizational culture that supports and facilitates cocreation. Contemporary organizational culture models are constrained from explaining cocreation, as they differentiate between an internal and external focus and do not acknowledge the interconnectedness of all actors across traditional organizational boundaries. This research conceptualizes organizational culture from a service-dominant perspective and provides a framework for a cocreation culture type. It utilizes two case studies in the health care industry, inclusive of 10 in-depth interviews and six focus groups, to conduct a systematic inductive approach to concept development. The findings reveal that a cocreation culture comprises five core cocreation behaviors: coproduction, codevelopment, coadvocacy, colearning, and cogovernance. Additionally, a series of supportive cocreation behaviors stimulate the interactive nature of cocreation: dialogue, shared market intelligence, mutual capability development, and shared decision-making. These behaviors are underpinned by organizational values of mutual respect, empowerment, and mutual trust. Health care practitioners are encouraged to create opportunities for customers to participate in cocreation activities related to their own treatment plans, ongoing strategic planning, and promotion and governance of the organization.

Marketing academia in Australasia is facing unprecedented challenges to ensure the relevance and impact in modern business practices and public policy making. This crisis in identity and professional pressures suggest we must pay significant attention to nurturing the mental, emotional, and social well-being of academics; protecting those most vulnerable; and championing our cause. To be at the forefront of institutional decision-making, the academy must act decisively and proactively. In this commentary, we argue that the future shape of the academy will require collective engagement of academics within the Australasian community, driven by a shared vision with society embedded as the central tenant of universities around which research and education activities are focused. Individual alignment with this vision will be fundamental, facilitated by collaborative ways of working and shared resource investments across universities, businesses, and society. For this future vision to be realized, aligned institutional frameworks (i.e., performance metrics and measurement) need to be developed in a manner that enhances academic well-being going forward.

While organizations continue to face extensive pressure to introduce novel products to the market, the question of how customers initiate engagement with novel products remains unanswered. This article draws on the ecosystem perspective of engagement, utilizing the lens of actor engagement, to develop a conceptual framework for actor engagement with novel products. It elaborates our understanding of the indirect interaction that actors have with a focal object through other actors. It demonstrates that through vicarious learning, actors establish cognitive, emotional, behavioral, and social interactions with the novel product. Further, it explicates a process in which legitimacy judgments, at the micro- and macrolevels, play a central role in facilitating and evaluating engagement with products. This framework offers an important contribution to theory by elucidating the facilitating role of learning and introducing the concept of legitimacy to the engagement literature. A set of propositions is presented, and a future research agenda proposed for each of these propositions.

Purpose
Market shaping research predominantly focusses on the activities of the market shaper, rather than the equally important roles of other market actors. Market shapers may enhance resource density and value creation within markets, yet such influences cannot exhaustively explain how markets get shaped. Other market actors also must and do exert effort in the value co-creation processes; this study aims to explore the effects of reducing their efforts, as a mechanism to facilitate market shaping.


Design/methodology/approach
This conceptual paper uses a theory adaptation approach to link value co-creation with market shaping and effort. It offers a conceptual framework and five propositions that outline the role of effort reduction in the value co-creation process to achieve market shaping.


Findings
The proposed conceptual framework indicates how enhanced resource density, resulting from the firm's market shaping activities and reduced effort lead to enhanced value creation for market actors. Effort reduction can be achieved by reducing either the level of resource input required or the activities required to access, transform and combine resources to co-create value. Potential resource flows then may benefit the market shaper.


Originality/value
This research contributes to emergent market shaping literature by offering effort reduction as a viable tactic. Specifically, it broadens the scope of consideration of effort in value co-creation, and it advances understanding of resource density as a focal market shaping construct. The resultant framework offers a foundation for future market shaping research.

Companies invest considerably in event experiences; however, many are criticised for hosting events without understanding the full extent of their impact, or how to optimise their design. To benefit from event experiences, it is critical to consider not only how customers engage with the event, but also how event engagement transfers to engagement with the host brand to ultimately drive brand loyalty. This paper empirically explores the role of customer event engagement in facilitating brand engagement, within the context of branded marketing event experiences. Surveying attendees of such branded event experiences, six Australian wine brands, running 10 diverse events, agreed to collaborate in the research, yielding a total response of 274 participants. Results indicate that, for emotional, sensorial, pragmatic and relational experiences, event engagement fully mediates the relationship with customer brand engagement. Furthermore, it is the engagement with the host brand, rather than engagement with the event, that facilitates the effect on behavioural intentions of loyalty. These findings suggest that viewing engagement with a single focus (i.e., only event or only brand engagement) provides limited insight and does not uncover the true impact of event experiences; it is only through exploring the interrelationships between the engagement foci that we can truly understand how event experiences impact behavioural brand loyalty. This offers important managerial implications to facilitate engagement transfer (i.e., between event and brand), while drawing on associative network theory to explain how customer engagement spills over from the event to the brand and better account for the interdependence across engagement objects.

Purpose
As brands progressively become instruments for consumers to advocate for social change, many feel pressure to engage in social purpose branding (SPB) through addressing social issues. In a rush to remain socially relevant, brands have approached SPB differently; some genuinely intend to advance the social issue, while some intend to capitalise on social movements to mobilise the brand. This paper aims to explain these differences by theoretically outlining various approaches to SPB.


Design/methodology/approach
This mixed method paper draws on theory, interviews with marketing practitioners, and practical exemplars to present a typology of SPB approaches.


Findings
Using institutional logics theory, SPB is categorised into four approaches: social purpose-driving, social purpose-driven, social purpose-aligning and social purpose-washing.


Research limitations/implications
The typological framework for SPB advances this domain to outline effective and ineffective ways for brands to engage with social issues. A detailed agenda for further research is provided to guide ongoing SPB research.


Practical implications
The typology presented reduces complexity and helps marketers understand the different approaches to engaging with a social issue. Given the growing intertwinement of brands and social issues, this research is essential for brands seeking to advance a social issue and remain relevant.


Originality/value
This paper offers a novel conceptualisation of SPB by defining it, identifying a framework of its characteristics, and detailing four SPB approaches.

Brand knowledge is a critical factor for employee 'living the brand'. However, literature of employee brand knowledge remains underexplored. Drawing from information processing theory and the motivation and job design perspective, this study investigates the role of brand knowledge and employee organizational tenure in the development of an internal brand and specifically its impact on employee brand citizenship behaviour. We collect data from a sample of 257 employees in branded service providers in hospitality sector in Vietnam. The results indicate the influence of brand leadership and internal branding on employee brand citizenship behaviour through brand knowledge of service employees. These findings contribute to our understanding of the relationship-mediated theory of internal marketing, and further explain the role of leaders as knowledge facilitators when building a brand ethos among employees. Further, the service tenure of the employees was found to moderate the relationships between the antecedents and brand knowledge, demonstrating that the impact of these internal brand building activities dissipates over time; highlighting the challenge organizations face in sustaining brand citizenship behaviour among employees.

Purpose
Combining institutional work and actor engagement (AE) literature, this paper aims to elucidate how the collective action of market shaping occurs through the interplay between market shapers' institutional work and engagement of other market actors. While markets are shaped by actors' purposive actions and recent literature notes the need to also mobilize AE, the underlying process remains nebulous.


Design/methodology/approach
This paper is conceptual but supported by an illustrative case study: the Winding Tree. This blockchain-based, decentralized travel marketplace shapes a market by decoupling existing resource linkages, creating new ones and stabilizing others through a dynamic, iterative process between the market shaper's institutional work and others' AE.


Findings
The paper develops a dynamic, iterative framework of market shaping through increased resource density, revealing the interplay between seven types of market shapers' institutional work distilled from the literature and changes in other market actors' engagement dispositions, behaviors and the diffusion of AE through the market.


Originality/value
This research contributes to the emergent market shaping and market innovation literature by illustrating how the engagement of market actors is a fundamental means of market shaping. Specifically, it advances understanding of how market shapers' institutional work leads to new resource linkages and higher resource density in emergent market systems through AE. The resultant framework offers an original, critical foundation for future market shaping research.