Purpose Recognise the impacts of L4.0 in the value co-creation in a Business-to-Business interaction. Design/methodology/approach A Systematic Literature Review was conducted without clipping dates based on the Systematic Search Flow Method. Next, content analysis was performed through manual thematic coding to organise and synthesise the findings of the literature. Afterwards, the results were discussed. Findings The findings revealed the implications of Lean 4.0 in the value co-creation in industrial services. The findings recognise the impact of Lean 4.0 in the facilitators' stimulation of the value co-creation and ways to mitigate inhibitors of co-destruction value in industrial services. Practical implications The main contribution of this study is to provide a guide to practitioners of industrial services to improve the value co-creation via the Lean 4.0 approach. The findings provide directions for supporting Lean 4.0 adoption in service companies that interact collaboratively for resource complementarity. Originality/value This is the first article that analyses the application of Lean 4.0 in service companies based on facilitators and inhibitors related to value co-creation in industrial service. The results of this research indicate the Lean 4.0 concept as an emerging way to overcome inhibitors of value co-creation and stimulate facilitators for value co-creation in industrial services.
Bonamigo et al. (Wed,) studied this question.