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B2B value co-creation influence on engagement: Twitter analysis at international trade show organizer

Author

Listed:
  • Skania Geldres-Weiss
  • Inés Küster-Boluda
  • Natalia Vila-López

Abstract

Purpose - This paper studies, based on the theory of service-dominant logic, the effect of value co-creation practices (linking and materializing) on engagement dimensions (popularity, commitment and virality). The main objective is to analyze the influence of value co-creation practices on engagement at international trade shows organizer association on Twitter. Design/methodology/approach - This paper studies the usage of Twitter by the Specialty Food Association, which organizes one of the top five foods and beverage international trade show in the United States. To achieve the research objective, the authors have analyzed 1,608 posts on Twitter from the Twitter account @Specialty_Food. A content analysis was performed using Krippendorff's (2004) recommendations, and the data were analyzed using regression analysis with optimal scaling and Kruskal–Wallis Test. Findings - According to the results, some materializing practices influence popularity, commitment, virality and global engagement on Twitter. While the usage of some linking practices influences respectively commitment and popularity. Originality - These results provide valuable information for business-to-business (B2B) contexts and answer a research gap reported in previous literature, which affirms that more research is needed about the relationship between service systems and engagement. From a general view, to generate more engagement on social media in B2B contexts, it is recommended to prioritize posts that incorporate live and online events based on collaborative and dynamic human interactions, following by business ideas and business cases.

Suggested Citation

  • Skania Geldres-Weiss & Inés Küster-Boluda & Natalia Vila-López, 2023. "B2B value co-creation influence on engagement: Twitter analysis at international trade show organizer," European Journal of Management and Business Economics, Emerald Group Publishing Limited, vol. 32(3), pages 257-275, January.
  • Handle: RePEc:eme:ejmbep:ejmbe-04-2022-0121
    DOI: 10.1108/EJMBE-04-2022-0121
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