This paper examines the role of customer engagement behavior (CEB) in value co-creation within a multi-stakeholder service system. It combines theoretical perspectives from customer engagement and value co-creation research to analyze a case study of a public transport service system involving consumers, communities, businesses, and governmental organizations. The study identifies drivers for CEB, four types of CEB, and explores the value outcomes experienced by various stakeholders. It proposes that CEB affects value co-creation by virtue of customers' diverse resource contributions towards the focal firm and/or other stakeholders, which modify and/or augment the offering, and/or affect other stakeholders' perceptions, preferences, expectations or actions towards the firm or its offering. Through inducing broader resource integration, CEB makes value co-creation a system-level process. The paper offers nine research propositions that explicate the connections between CEB and value co-creation by focal customers, the focal firm, and other stakeholders. The study contributes to the discussion on the scope of the concept of customer engagement by identifying new types of CEB. Empirically, the paper provides a new perspective as it studies engagement in an offline environment, contrasting with previous empirical research on CE that has mainly addressed behaviors in virtual environments. The paper is organized as follows: first, the literature on customer engagement and value co-creation is briefly discussed. The paper continues by outlining the methodological approach and the case study setting for the research. The subsequent sections report the study findings, followed by the formation of research propositions, conclusions and implications for research and practice. The study identifies four types of CEB: augmenting, co-developing, influencing, and mobilizing. Each type of CEB is defined and linked to value co-creation through nine research propositions. The findings suggest that CEB can provide a wide range of benefits for the focal customer, firm and other stakeholders. The paper contributes to the understanding of how CEB affects value co-creation in a service system by conceptualizing the role of CEB as the customer provision of resources during non-transactional, joint value processes that occur in interaction with the focal firm and/or other stakeholders, thereby affecting their respective value processes and outcomes. The study also highlights the importance of fostering positive relationships between the focal firm and other stakeholders to facilitate value co-creation. The research has implications for both theory and practice, suggesting that firms should focus on the resources that customers can contribute, explore the potential to engage diverse stakeholders around a common cause, and employ organically emerging systems which provide opportunities for more extensive value co-creation. The study is limited by its focus on a single case study and the potential for bias in the data collection process.This paper examines the role of customer engagement behavior (CEB) in value co-creation within a multi-stakeholder service system. It combines theoretical perspectives from customer engagement and value co-creation research to analyze a case study of a public transport service system involving consumers, communities, businesses, and governmental organizations. The study identifies drivers for CEB, four types of CEB, and explores the value outcomes experienced by various stakeholders. It proposes that CEB affects value co-creation by virtue of customers' diverse resource contributions towards the focal firm and/or other stakeholders, which modify and/or augment the offering, and/or affect other stakeholders' perceptions, preferences, expectations or actions towards the firm or its offering. Through inducing broader resource integration, CEB makes value co-creation a system-level process. The paper offers nine research propositions that explicate the connections between CEB and value co-creation by focal customers, the focal firm, and other stakeholders. The study contributes to the discussion on the scope of the concept of customer engagement by identifying new types of CEB. Empirically, the paper provides a new perspective as it studies engagement in an offline environment, contrasting with previous empirical research on CE that has mainly addressed behaviors in virtual environments. The paper is organized as follows: first, the literature on customer engagement and value co-creation is briefly discussed. The paper continues by outlining the methodological approach and the case study setting for the research. The subsequent sections report the study findings, followed by the formation of research propositions, conclusions and implications for research and practice. The study identifies four types of CEB: augmenting, co-developing, influencing, and mobilizing. Each type of CEB is defined and linked to value co-creation through nine research propositions. The findings suggest that CEB can provide a wide range of benefits for the focal customer, firm and other stakeholders. The paper contributes to the understanding of how CEB affects value co-creation in a service system by conceptualizing the role of CEB as the customer provision of resources during non-transactional, joint value processes that occur in interaction with the focal firm and/or other stakeholders, thereby affecting their respective value processes and outcomes. The study also highlights the importance of fostering positive relationships between the focal firm and other stakeholders to facilitate value co-creation. The research has implications for both theory and practice, suggesting that firms should focus on the resources that customers can contribute, explore the potential to engage diverse stakeholders around a common cause, and employ organically emerging systems which provide opportunities for more extensive value co-creation. The study is limited by its focus on a single case study and the potential for bias in the data collection process.