From concept to use: value co-creation in B2B virtual reality environments

Purpose Virtual reality (VR) is increasingly adopted in business-to-business (B2B) contexts, yet a limited understanding exists of how VR-enabled collaborations generate value over time. This study aims to examine how value coproduction and cocreation unfold in B2B VR environments through resource integration, actor interaction and information flows. Design/methodology/approach Drawing on five dyadic case studies of VR providers and business customers, the authors analyze VR-enabled collaboration across three stages of the value creation trajectory: conceptualization, development and in-use. Findings Using an interactive/network perspective informed by the actors–resources–activities model, the findings identify VR-specific enablers – such as immersive demonstrations, iterative prototyping, real-time feedback and analytics-enabled simulations – that reconfigure resource interfaces and coordination practices. Research limitations/implications From a methodological standpoint, using a case study approach restricts the generalizability of the findings. Future studies could quantitatively test propositions related to the role of customer knowledge or digital experience, examining whether these factors act as mediators or moderators in the relationship between resource integration, interaction quality and the effectiveness of VR-enabled value cocreation. Practical implications The critical aspect of the policies is the objectives, which matter for aligning expectations, allocating resources, ensuring proper focus and fostering the attainment of success. Then, the authors point out collaboration that covers streamlined task and responsibility management, consistent information flows, agile project development and efficient resource utilization. The authors also emphasize ensuring customer experience in VR, which is the key to achieving the customer’s goal. Finally, the authors point out a measurement of customer behaviors in VR because that can enhance data-driven decision-making about directions for the development of products or services tested in VR and improve the VR setting. Social implications The findings suggest that VR can improve collaboration between organizations by enabling more inclusive, transparent and iterative forms of knowledge exchange. Through immersive visualization, continuous feedback and real-time collaboration, VR helps organizations design safer workplaces, improve employee training and develop solutions that better reflect users’ needs. The proposed framework emphasizes that the societal benefits of VR depend not only on technological capabilities but also on effective human collaboration, digital competencies and responsible resource integration. Originality/value The study shows how VR intensifies feedback loops, compresses temporal boundaries and enables flexible yet controllable collaboration, thereby tightly coupling value coproduction and value cocreation. The paper advances B2B and service research by offering a processual, mechanism-based explanation of value creation in immersive digital environments.