Purpose: This study aims to test a theoretical model of co-creation dynamics, service innovation and competitive advantage. The authors explore the dynamics of collaboration between travel agents and their suppliers in co-creating value for their customers. A research model is proposed to examine the relationship among six co-creation elements (co-creation dynamics), service innovation, competitive advantage and two antecedents: technology adoption and environmental change and the moderating effects of trust. Design/methodology/approach: An empirical survey was performed based on travel agencies in Taiwan and Malaysia. A total of 105 valid responses from Taiwan and 102 valid responses from Malaysia were received. SPSS and partial least square were used to analyze the data. Findings: A new six-element construct of co-creation dynamics was suggested. All the proposed effects were found significant in which trust enhanced the effect of elements of innovation for Taiwan travel agencies. However, in contrast to the proposed hypotheses, technology adoption had no direct effect, whereas trust had no moderating effect for Malaysia travel agencies. Practical implications: This study suggests that managers should include co-creation approaches with partners and customers while developing new services. The identification of areas that may be lacking can allow managers to develop capabilities to improve business co-creation competency. Originality/value: This study links the relational view with service-dominant logic that emphasizes business co-creation and service innovation as operant resources and a key fundamental source for competitive advantage. This study also looks at interpreting business co-creation and discusses whether business co-creation affects service innovation in the hospitality and tourism industry.

Purpose: There is an acknowledged need to advance the supply chain management (SCM) learning agenda, with an emphasis on integration. This paper discuss an Australian university–industry collaboration aimed at accelerating SCM learning and offers some insight into models for building a forward-looking SCM.Design/methodology/approach: The research is an exploratory case study of the industry–university collaboration, using grounded theory procedures. The primary data involved 25 interviews with key participants from the university and industry partners, and from the first cohort of students in the undergraduate program developed within the collaboration.Findings: A theoretical framework for accelerating SCM learning was developed from the case study data; it comprises six constructs that influence, at strategic and operational levels, the acceleration of SCM learning. Four cross-construct concepts from the framework that form the cornerstones of accelerated learning are discussed in some detail.Research limitations/implications: The framework facilitates an examination of successes and shortfalls in the case study collaboration and generates a deeper understanding of critical elements for progressing the SCM learning agenda, and expanding SCM education. As with all qualitative research, the results may not be generalisable; testing the relevance and usefulness of the framework with the field will be an important next step.Practical implications: As the framework identifies conditions, characteristics and capacities of organisations and individuals that support the acceleration of SCM learning, it can provide assistance in designing future university–industry collaborations for advancing SCM learning.Originality/value: The framework identifies critical success factors for alliances and partnerships aimed at accelerating learning in an emerging body of knowledge such as SCM.