This conceptual paper aspires to provide a theoretically sound understanding of the value creation process of a specific value network (i.e., firm–employee context). Drawing on service-logic and resource-based frameworks, a classification of four diverse resource types in an organizational context is introduced (i.e., core, augmented, add-on, peripheral resources), based on their exchangeability and their contribution to employees’ value creation and co-creation. This classification enables a better understanding of the nature and the unique features of different firm–employee exchanges in an organizational context, and delineates each type’s distinctive role in employee-based value creation activities. Four propositions derive from this classification; this suggests that not all resource types can be exchanged and that the relative contribution of various firm–employee exchanges to value creation is asymmetrical. A future research agenda is also presented, discussing the potential implications of this classification for contemporary organizations. •This conceptual paper aspires to provide a theoretically sound understanding of the value creation process in a firm-employee context.•Drawing on service-logic and resource-based frameworks, a classification of four diverse resource types available for exchange in an organizational context is introduced (i.e. core, augmented, add-on, peripheral resources).•This classification enables a better understanding of the nature and the unique features of different resource types in an organizational context and delineates their distinctive role in employee-based value creation.•A future research agenda is presented discussing the potential implications of this classification for contemporary organizations.