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The paper attempts to analyze the network structure of value activity in manufacturing clusters, propose the model of value creation of cluster's value activity network, and explore the inner mechanism and optimization strategies of value creation in manufacturing clusters from the perspective of cluster's value activity network.

This paper applies a genetic algorithm to optimally search in the target space, and repeatedly exerts genetic operation (select, cross, variation) on the population to explore the optimal configuration strategy between value creation activity and resource utilization. It also analyzes the relation between object function of value creation and relative parameters.

The total value created by value activity network was impacted by the degree of effective configuration between all kinds of resources and value activities; the total value created by value activity network is positively related to activity units' elasticity coefficient of value creation of human resource, material resources and relations resource, and is negatively correlated to cost coefficient of human resource, material resources and relations resource; when the cooperative relations between activity units create positive relationship profit, the total value created by value activity network increases with the increase of cooperative relations between activity units.

Enterprises in clusters should reasonably configure and incorporate the resource among value activities through adding, deleting or reconfiguring activities, which makes the value activities network create maximum value; enterprises can transform the type of activity units to increase elasticity coefficient of value creation of human resources, such as transforming production activities into the high value‐added activities; enterprises can optimally incorporate the technical, material resources and human resources among activities to increase value creation elastic coefficient of material resources; enterprises can decrease cost coefficient by maintaining the stability of long‐term cooperation with the suppliers and strengthening the cultivation of talents; enterprises can increase profits from relation resource or reduce cost coefficient of relationship by updating activities, building trust mechanism and communication mechanisms and establishing long‐term cooperation relationship to improve value creation activities.

This paper proposes the model of value creation from the perspective of cluster's value activity network, and applies a genetic algorithm to explore the optimal configuration strategies between value creation activity and resource utilization.

The purpose of this paper is to explore the properties of platform service innovation and its relationship to value co-creation activities and the network effect. This is done over the course of a platform’s evolution through three stages: emergence, expansion and maturity.

Based on grounded theory, this study adopts a multiple case study research design. An in-depth analysis of the case data is done using ATLAS.TI software.

At the emergence stage, platform service innovations focus on building infrastructure. Platform owners stimulate the network effect directly via platform service innovations, rather than indirectly via value co-creation activities. At the expansion stage, the platform service innovations focus on building relationships among platform owner and different sides of participants. Platform owners stimulate the network effect indirectly, via value co-creation activities, rather than directly via platform service innovations. At the maturity stage, platform service innovations focus on building an environment for the platform ecosystem. Platform owners stimulate the network effect indirectly, via value co-creation activities rather than directly.

This research contributes to the service innovation literature by exploring the properties of platform service innovation and its relationship to value co-creation activities and the network effect from a longitudinal perspective. The principal managerial implication is that platform managers need to consider the developmental stage of the platform, as a mismatching of stage of development (emergence/expansion/maturity) and focus (an orientation toward building infrastructure, relationships or environment) may lead to a failure to stimulate or enhance the network effect.

Most, if not all, management control tools were formulated for firms employing an industrial value creation logic (i.e., Ford, McDonald’s, and Wal‐Mart). We argue that given the growth, both in number and importance, of firms employing a knowledge value creation logic (i.e., Accenture, Goldman Sachs, and Clifford Chance) and firms employing a network logic (i.e., Verizon, eBay, and Expedia) that these control tools should be revisited in light of this potentially critical contingency. This paper outlines the key characteristics of knowledge intensive firms and network service firms and then examines how these contingencies impact Simons’ (1995) Levers of Control and Kaplan and Norton’s (1996) Balanced Scorecard. We find that whilst each lever/perspective is still relevant for each value creation logic, the relative importance and thus intensity of use should vary between logics.

The paper provides a holistic overview of already available academic literature of mobile banking, business model innovation and ecosystem and activity system perspective of business model concepts. The purpose of this conceptual paper is to initiate a debate for future research in the agenda highlighted in this paper.

In this paper, mobile banking business ecosystem of Easypaisa is used as an illustrative case to understand mobile banking business model innovation in the context of business ecosystem and activity system perspective.

Based on Porter’s view of mobile financial service (MFS) industry, it is suggested that patterns of business model innovation can be explained through business ecosystem and activity system. The notion of business model innovation can also be explained through integrated value chain of mobile network operator and its partners in the supply chain of MFS.

This paper provides preliminary overview of the exiting academic literature on business model innovations, business ecosystem and activity system in the in the context of value network. Since this is only a literature review paper, therefore, no primary data have been collected for this case study through interviewing from the relevant people.

So far, no research has been conducted in Pakistan to address business model innovation in mobile banking sector in the context of business ecosystem and activity system perspective.

Regret is an undesirable yet very common outcome of social networking site (SNS) use. To date, the literature has examined SNS regret at an aggregate level. The purpose of this paper is to decompose the dimensions and constituents of SNS regret into networking regret and brand page regret, to better understand it, and examine how the two facets of regret are created by SNS use intensity and gratification. The authors also decomposed SNS activities into networking activities and brand page activities and positioned them as predictors of networking regret and brand page regret, respectively.

The authors drew on uses and gratifications theory and positioned interpersonal connectivity and exhibitionism as the antecedents of networking activities as well as informational value and exhibitionism as the antecedents of brand page activities. The authors collected data from 246 Facebook users from France and analyzed the data using the partial least squares approach.

The results show that use intensity has a marginal effect on both brand page and networking regret. However, exhibitionism was found to reinforce the effect of use intensity on both brand page and networking regret. It also had a positive effect on both networking and brand page activities. The other two gratifications, interpersonal connectivity and informational value, had a positive effect on networking and brand page activities, respectively.

To date, empirical attempts at investigating decomposed SNS regret have been rare. The paper fills this theoretical and empirical gap and contributes to the literature on regret in an SNS use context.

There is no agreement in the network literature about how participating in networks is of value. This article aims to explore the underlying dynamics that form and support the process of value co-creation in networks.

The article draws together symbolic interactionism and organizational ethnography to outline a research approach illustrating how participation in networks becomes valuable. The empirical data were collected through fieldwork over two in two local business networks in Denmark.

The case study illustrates how participants in local business networks struggle to make participation valuable. The article shows how networks can be considered joint spheres for value co-creation. Three main arguments supporting value in networks stands out from the research: (1) Leadership as a collective achievement supports processes of value co-creation; (2) Develop a shared but dynamic focus and (3) Participation is valuable when supporting participants' daily worklife.

The article builds up a creative analytical framework based on symbolic interactionism making an important contribution about how participants experience value in networks.

The purpose of this study is to provide a review of the emergent literature to advance the current understanding of the business model (BM) concept in a context in which more than one actor is actively involved in the development and delivery of a joint offer based on information and communication technologies.

The paper uses a systematic literature review approach. The review is based on 25 systematically selected publications published from 2000 to 2018 and retrieved from bibliographic databases and through a process of snowballing.

The authors found several alternative conceptualizations of a BM at a network level, which highlighted different elements as core components. Based on this, authors’ findings suggest the literature has a fragmented view of what the BM concept entails at a network level, and of which actors are relevant. Conversely, there is a consensus that a single-firm view is inadequate for describing and studying joint value architectures because of its inability to consider all involved actors and their activities and resources. Therefore, a network-oriented view, as a relational aggregator, is seen as a possible way forward.

The study contributes to the current understanding of a BM concept at a network level and suggests three viewpoints from which to interpret value architectures at different levels of analysis: single-firm view, dyadic-level view and network-oriented view. Furthermore, the authors highlight several gaps to be studied and provide avenues for future research opportunities for scholars.

The purpose of this paper is to provide examples and technical details for conducting a value network analysis that addresses the conversion and utilisation of intangible assets.

Value network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been tested in applications from shop floor work groups to business webs and economic regions. It draws from a theory based in living systems, knowledge management, complexity theory, system dynamics, and intangible asset management.

The paper provides a high level of detail on the analysis method and insights from its practical application across a range of business issues. Tips are provided for how to integrate the methodology with other business analysis approaches.

The paper does not provide a comparative analysis with other methods because most other value network models are process views, social network analysis or clustering techniques.

Sufficient detail is provided so researchers and practitioners will be able to apply the method in their own investigations. Further resources are noted, as well as access points to the global user community and open source tools.

This paper is the first detailed publication of the value network analysis method, which has been acclaimed by experts in intangibles, network analysis, knowledge management, and process analysis. It fills a gap between theory and practice for managers, executives, analysts, and researchers.

The purpose of this paper is to provide examples of evaluating value‐creating networks and to address the organizational issues and challenges of a network orientation.

Value network analysis was first developed in 1993 and was adapted in 1997 for intangible asset management. It has been applied from shopfloor work groups to business webs and economic regions. It draws from a theory base of living systems, knowledge management, complexity theory, and intangible asset management.

The paper provides an overview of a value network analysis method and examples and insights from its practical application.

The paper does not provide a detailed comparative analysis with social network analysis, but rather looks forward to where interest in social networks may evolve into continuing concentration on value‐creating networks.

Value network analysis provides an opportunity to overcome the “split” in business management practices, where human interactions and relationships reside in one world of models and practices, and business processes and transactions reside in another. The engineering approaches of the last two decades have focused on driving out variation, with the unanticipated consequence of stifling organizational agility and innovation. The more human‐centric orientation of the value network perspective brings these two worlds together in a powerful, simple, and pragmatic way to model business activities.

The paper augments and expands the growing application of social or organizational network analysis by pointing to a next generation of analysis and analytics that can support organizational effectiveness. The value network analysis method fills a gap between network theory and practical application for managers, executives, analysts, and researchers.

The purpose of this paper is to explore the role of organisational capabilities (dynamic and operational) in the formation of value networks in the context of public transport services.

The theoretical argument is substantiated with qualitative data from four narratives on value network formations in the Swiss public transport system. These four narratives cover two types of new value networks: incremental improvements in established value networks; and radical leaps in emerging value networks.

These two types of new value networks entail the co‐evolution of different dynamic and operational capabilities.

The study is limited by the qualitative research approach.

Public transport operators can utilise the findings on organisational capabilities to guide incremental improvements in their existing value network and/or radical leaps into an emerging value network.

Governments should not only seek to increase transport capacity, but also aim to develop value networks to enhance public transport service experiences.

The paper applies value‐network thinking to public transport services. It offers a comprehensive framework to help organisations manage the formation of value networks. The results provide testable propositions that can be used to guide future research.