The objective of this paper is to present an empirically founded outline of value creation and the orchestration of this process.
A qualitative study of the video game industry was undertaken for which data were collected through use of both primary and secondary sources. The gathered data enabled a categorization of the industry, from both a user and a firm perspective, into different archetypical modes of value creation.
The study adds to the understanding of value creation by illustrating that a firm can orchestrate the process through which value is created by being: an inspirator; a facilitator, and an attendant. In illustrating the continuity of this process, the paper introduces the orchestrating firm and the value emergence process.
In describing the modes through which interaction occurs within the video game industry, the paper provides an outline which can be used for further investigations of value creation. This industry holds, however, certain features making the arguments presented in need of further research.
Based on the empirical findings, an outline is provided for the allocation and deployment of internal resources in order to enable continuous value creation.
The paper empirically exemplifies how value creation is orchestrated by developing firms within the video game industry and illustrates value creation as a continuous process; a value emergence process.
Gidhagen, M., Persson Ridell, O. and Sörhammar, D. (2011), "The orchestrating firm: value creation in the video game industry", Managing Service Quality: An International Journal, Vol. 21 No. 4, pp. 392-409. https://doi.org/10.1108/09604521111146261Download as .RIS
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