Hiding and destroying outlier knowledge on digital transformation and value co-creation: impacts and insights from the fashion industry

Purpose This study aims to investigate how fashion companies can enhance their knowledge sharing to achieve value co-creation through digital transformation. Design/methodology/approach This research establishes a theoretical framework to explore how the fashion industry can promote value co-creation. Using this outlier knowledge management framework, it conducts exploratory single-case studies to analyze successful instances of digital transformation within fashion enterprises. In this manner, it examines processes of outlier knowledge sharing and their impact on value co-creation. Findings The research identifies the process of digital transformation and value co-creation in fashion enterprises as an iterative spiral evolution. From case analyses, four propositions emerge. (1) Data resource capabilities positively influence value co-creation. (2) Platform integration capabilities enhance data resource sharing. (3) Outlier knowledge sharing mediates the relationship between data resource capabilities and value co-creation. (4) The effectiveness of platform integration capabilities, data resource capabilities and value co-creation is moderated by the concealment and disruptive effects of outlier knowledge. Originality/value This study highlights the mediating role of outlier knowledge management in digital transformation and value co-creation. It demonstrates that all employees must engage in value co-creation and continuous creation of unique knowledge to encourage sustainable development in the fashion industry. The findings provide significant managerial insights for driving digital transformation.