Value creation and value appropriation using voice AI technology: integrating B2B and B2C marketplace

Purpose While Voice AI technology (VAI) adoption has accelerated, firms struggle to create and appropriate value. This study aims to address the critical gap between widespread VAI adoption and elusive monetization by developing an integrated framework that guides strategic implementation decisions. It examines how firms should integrate B2B and B2C marketplaces to create value with VAI and identify optimal approaches for value appropriation through build versus buy decisions. Design/methodology/approach This study employed a rigorous grounded theory methodology with methodological triangulation across three studies: consumer surveys (Study 1; n = 197), 18 structured focus groups with business professionals (Study 2) and in-depth expert interviews with decision-makers responsible for VAI implementation (Study 3). This systematic approach ensured comprehensive theory development validated through multiple stakeholder perspectives. Findings The framework used in this study reveals several counterintuitive relationships challenging conventional technology implementation. The authors found that higher integration potential paradoxically leads to lower investment in proprietary solutions as firms leverage existing platforms. Regulatory constraints emerge as powerful counterforces that override otherwise compelling business incentives. Domain specialization significantly enhances perceived value and competitive advantage. Anthropomorphism produces different effects across use contexts in B2C market, requiring calibrated design approaches rather than uniform implementation. Research limitations/implications Longitudinal research examining VAI’s influence on business value, customer acquisition and retention through behavioral data analysis would significantly advance understanding of long-term value creation mechanisms. Similarly, cross-cultural studies comparing VAI adoption patterns across regions with different privacy orientations, technological infrastructures and cultural attitudes toward AI could reveal important contextual boundaries to our framework. Finally, sector-specific investigations testing our framework across manufacturing, financial services, healthcare and hospitality would enhance its practical utility while potentially revealing industry-specific modifications. Practical implications The framework used in this study provides actionable guidance across strategic positioning of VAI capabilities, implementation approach including investment sequencing and context-sensitive consumer experience design. These insights enable organizations to make more informed decisions, ultimately enhancing value creation and appropriation. Social implications The findings highlight important trade-offs between regulatory protections and business innovation, offering policymakers insights for developing balanced frameworks that safeguard consumer interests while enabling technological advancement. Originality/value The paper proposes an integrated framework for VAI value creation and monetization. It demonstrates bidirectional influence of B2B and B2C marketplace for implementation and monetization success. This study makes three significant contributions: bridging information systems and marketing perspectives, extending technology adoption research beyond initial acceptance to examine counterintuitive factors influencing postadoption value extraction and revealing how the interplay between B2B and B2C marketplaces creates unique dynamics in VAI implementation.