| Summary: | Organisational members need clearer comprehension about value/s dynamic nature in a constantly changing networked ecosystem of resource integration and mutual service provision. This is so organisational pursuit of competitive advantage for business success is achievable through better stakeholder value propositions which customers especially value in-use. Empirical studies indicate customer perceptions of value are reasonably well documented, however the same cannot be said of knowledge about changes in customer perceived value where the paucity of research reflects its embryonic state. This exploratory longitudinal case study in a major blue-chip company setting is the first known research design employing an idiographic interactive approach of three interpretive qualitative methods mixed with descriptive quantitative elements. The UK aerospace industry is considered to be appropriate to study the phenomenon of customer perceived value change, because of its characteristics i.e. periods of cyclical change, innovation, new technologies and its long-term relationship marketing nature. Research findings highlight customer perceived value changes are determined idiosyncratically and phenomenologically by beneficiaries and manifested at the attribute level of service provision rather than at higher levels of consequences and values. Different macro-environmental and micro-environmental factors influence the organisational climate continuously albeit not as critical incidents having a direct impact on individual perception of value. Value constructs informed by organisational values and personal values did not change per se; however thematic recalibrations within each respondent/s values system hierarchy were detected. Exemplars responses reveal most increases or decreases in value change appear associated with changing positions and roles within the organisation for two individuals. Whereas the least change in value came from the remaining exemplar's supplier development role in providing stability and surety of supply. Key marketing implications are the surfacing and management of tacit customer perceived value change knowledge, facilitated through common language and leading to enhanced external and internal collaborative relationships.
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