Available online at http://cusitjournals.com/index.php/CURJ (e-ISSN:2409-0441) (ISSN-P: 2220-9174) CITY UNIVERSITY RESEARCH JOURNAL Vol (11), No. (4), December, 2021 625 Journey of Co-creation from Marketing to Management Literature: A Narrative Muhammad Umar Shahzad 1 , Dr. Amir Ishaque 2 Keywords: Narrative literature review, value co- creation, HR co-creation, intimate co- creation, relational co-creation, PRISMA framework A B S T R A C T Research on interpersonal collaboration for creative work started in the early 1970s by management scholars. Later on, the concept of value co-creation was first presented in the marketing literature by Prahalad and Ramaswamy in 2004. Since then, there has been significant development on the value co-creation concept by marketing scholars who contributed a lot regarding value co-creation literature. Due to this reason, a perception was developed that the concept of relational co-creation is related only to the field of marketing. However, over the period, the concept of value co-creation transformed into a relational co-creation construct that has been increasingly used in the literature of human resource management as well. Concepts such as relational co-creation, HR co-creation, and intimate co-creation are getting the increased attention of management scholars. However, there is no previous narrative review that summarized the co-creation- based literature concerning its emergence from marketing towards human resource management. The current study has addressed this literature gap with the help of a narrative literature review by reviewing 46 peer-reviewed research papers and 4 books from established databases. Results revealed that the concept of value co-creation in marketing had an inspiration from the co-innovation concept earlier applied in the field of design engineering. The value co-creation concept’s popularity in marketing literature and practice made it a source of discussion for relational co-creation in HRM and management literature with the evolution of intimate co-creation and HR co-creation in the literature of management. These developments have exceptional implications for management scholars and practitioners. INTRODUCTION Creative work requires mutual collaboration among employees working in the form of a dyad, group, team, or organization (e.g., Rouse, 2020; Chua, Morris, & Mor, 2012). In the early 1970s, management scholars had found that complex work with the element of uncertainty requires a greater level of mutual collaboration among the employees (Van de Ven et al., 1976). Powell (1990) explained that instead of tall hierarchies in the organizations, a network-based structure is more useful for the organizations concerning better collaboration and enhanced creativity. 1. PhD Scholar, Air University School of Management, Air University, Islamabad. / Lecturer – Virtual University of Pakistan. 2. Assistant Professor (HRM), Air University School of Management, Air University, Islamabad. Corresponding Email: umarvu1983@gmail.com