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Article
Publication date: 19 October 2015

Esra Memili, Hanqing Chevy Fang and Dianne H.B. Welsh

The purpose of this paper is to examine the generational differences among publicly traded family firms in regards to value creation and value appropriation in the…

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1552

Abstract

Purpose

The purpose of this paper is to examine the generational differences among publicly traded family firms in regards to value creation and value appropriation in the innovation process by drawing upon the knowledge-based view (KBV) and family business literature with a focus on socioemotional wealth perspective.

Design/methodology/approach

The authors tests the hypotheses via longitudinal regression analyses based on 285 yearly cross-firm S & P 500 firm observations.

Findings

First, the authors found that family ownership with second or later generation’s majority exhibits lower levels of value creation capabilities compared to non-family firms, whereas there is no difference between those of the firms with family ownership with a first generation’s majority and non-family firms. Second, the authors also found that family owned firms with a first generation’s majority have higher value appropriation abilities compared to nonfamily firms, while there is no significant difference in value appropriation between the later generation family firms and non-family firms.

Research limitations/implications

The study help scholars, family business members, and investors better understand family involvement, and how it impacts firm performance through value creation and value appropriation.

Originality/value

The paper contributes to the family business, innovation, and KBV literature in several ways. While previous family business studies drawing upon resource-based view and KBV often focus on the value creation in family governance, the authors investigate both value creation and value appropriation phases of innovation process.

Details

Management Decision, vol. 53 no. 9
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 5 March 2018

Jun Kang, Thomas Brashear-Alejandro, Anthony K. Asare and Sixing Chen

This study aims to examine the role of channel strategies in value appropriation and their effects on firm value with the consideration of situational factors.

Abstract

Purpose

This study aims to examine the role of channel strategies in value appropriation and their effects on firm value with the consideration of situational factors.

Design/methodology/approach

An empirical study with secondary data is conducted in the context of public franchised channels. The authors use Entrepreneur Franchise Top 500 (2012) as the sampling frame and merge the data from three sources to create the final data set. A set of models are built to test the hypotheses in a hierarchical manner.

Findings

Value appropriation provides a solid rationale to link marketing channel strategies to firm value. Channel integration is an effective strategy driving intangible firm value. The influence of channel compression on intangible firm value depends on its interaction with other marketing environmental variables.

Research limitations/implications

First, the sample size in this study is relatively small though these samples show high representativeness. Second, the empirical analysis in this study focuses on the franchised channels because of data availability.

Practical implications

Managers should consider the role of value appropriation when developing new channel strategies. A channel strategy deserves firm-level attention and resources because of its relevance to firm value. Managers should examine channel environment carefully and deploy internal resources to augment the potential of value appropriation strategies in channels.

Originality/value

This study is among the first to investigate the value relevance of marketing channel strategies from a value appropriation perspective. It identifies profit appropriation and resource appropriation as two mechanisms of value appropriation in marketing channels and uses these two processes to link channel integration and channel compression strategies with firm value.

Details

Journal of Business & Industrial Marketing, vol. 33 no. 2
Type: Research Article
ISSN: 0885-8624

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Article
Publication date: 4 March 2014

Chris Ellegaard, Christopher J. Medlin and Jens Geersbro

Value appropriation is a central, yet neglected aspect in business exchange research. The purpose of the paper is to generate an overview of research on active value

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1566

Abstract

Purpose

Value appropriation is a central, yet neglected aspect in business exchange research. The purpose of the paper is to generate an overview of research on active value appropriation in business exchange and provide the foundation for further research into value appropriation, as well as some initial guidance for managers.

Design/methodology/approach

Literatures investigating value appropriation were identified by the means of a systematic review of the overall management literature.

Findings

The authors provide an overview and comparison of the literatures and find that they apply diverse understandings of the value appropriation process and emphasize different mechanisms and outcomes of value appropriation.

Research limitations/implications

Based on the literature comparison and discussion, in combination with inspiration from alternative business exchange literature, the authors propose four areas with high potential for future research into value appropriation: network position effects, appropriation acts and behaviors, buyer-seller relationship effects, and appropriation over time.

Practical implications

Boundary spanning managers acting in industrial markets must master the difficult balance between value creation and appropriation. This review has provided an overview of the many managerial options for value appropriation and created knowledge on the effects of the various appropriation mechanisms enabling managers to secure company rents while not jeopardizing value creation.

Originality/value

To the authors' knowledge, this paper represents the first attempt at reviewing the management literature on value appropriation in business exchange. The authors provide overview, details, comparisons, and frame a research agenda as a first step towards establishing value appropriation as a key phenomenon in business exchange research.

Details

Journal of Business & Industrial Marketing, vol. 29 no. 3
Type: Research Article
ISSN: 0885-8624

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Book part
Publication date: 23 December 2005

Arabella Mocciaro Li Destri and Giovanni Battista Dagnino

Various authors have brought forth the idea that the increase in context turbulence and the relentless change in today's economic and competitive environments have…

Abstract

Various authors have brought forth the idea that the increase in context turbulence and the relentless change in today's economic and competitive environments have rendered it essential for an effective firm strategy to combine both value appropriation and value creation (Porter, 1996; Moran & Ghoshal, 1999; Venkataraman & Sarasvathy, 2001; Hitt, Ireland, Camp, & Sexton, 2001b). Nonetheless, the methodological bases and the assumptions that characterize contributions concerning value appropriation and value creation are notably different and in many respects opposite to one another. These profound methodological differences hinder the possibility of a combined consideration of value appropriation and value creation issues within a coherent interpretative framework. By reinterpreting more conventional strategy studies in the light of the Austrian process view, this article builds a process framework which is able to consider and render mutually compatible both value appropriation and value creation within the unitary process of firm development. In addition, the use of the Austrian approach as an interpretative lens enables an evolution and extension of the resource-based theory that consents it, not only to grasp the mechanisms behind value appropriation, but also to suggest new ways of viewing post-industrial firm behavior that help to interpret its dynamic and proactive role in the value creation process.

Details

Strategy Process
Type: Book
ISBN: 978-1-84950-340-2

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Article
Publication date: 12 August 2021

Marcus Holgersson and Ove Granstrand

The role of patents for appropriating (capturing) value from innovation investments has for decades been of major interest to both practitioners and academics in…

Abstract

Purpose

The role of patents for appropriating (capturing) value from innovation investments has for decades been of major interest to both practitioners and academics in innovation management. Many studies have implicitly assumed that firms appropriate value through in-house creation and marketing of innovative products and services, and that the main function of patents is to protect the exclusive sales in product and service markets. We challenge this assumption in light of the variety of business models, strategies and markets now being available, including different organizational and market forms of open innovation.

Design/methodology/approach

A conceptual framework and typology of open innovation markets is developed, and the role of patents for appropriation is investigated in these markets among 172 Swedish technology-based firms.

Findings

The results show that the importance of patents has a skewed distribution with some firms rating patents very important and with a fat tail of firms rating patents less important. Most importantly, the results indicate that patents are enabling exchange and technology trade in various types of open innovation markets rather than only supporting vertically integrated business models. Thus patents were found to help rather than hinder the use of open innovation markets.

Originality/value

The paper makes two main contributions. First a theoretical reinterpretation of open innovation with a conceptualization of open innovation markets for appropriation of innovation values. Second an empirical illustration of new roles of patents for appropriating innovation values in these markets. The paper in addition illustrates the use of a counterfactual approach to questionnaire surveys, as well as the complementarities between patents and other means of appropriation.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

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Article
Publication date: 24 May 2013

Silvia Martelo Landroguez, Carmen Barroso Castro and Gabriel Cepeda-Carrión

The aim of this paper is to contribute to the service management literature by identifying the possible relationship between customer value seen from the customer…

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7647

Abstract

Purpose

The aim of this paper is to contribute to the service management literature by identifying the possible relationship between customer value seen from the customer perspective and from the firm perspective, and its potential influence on the value created for the service customer. The authors have not found any papers which focus on the relationship between these different perspectives of customer value, and the aim is to fill this gap in the literature.

Design/methodology/approach

The paper proposes that a relationship between the different perspectives exists and attempts to create an integrated vision of customer value.

Findings

The proposed model shows that it is the relationship between customer value from the customer ' s point of view and customer value from the firm ' s point of view that really creates value.

Practical implications

The paper can influence the current service management of firms with regard to customer value creation in several ways.

Originality/value

From the existing literature, it is deduced that customer value can be seen as perceived value (the customer perspective) or as value creation and appropriation (the firm perspective). The paper proposes that these three types of value are equivalent in an important level and should always be interrelated.

Details

Journal of Services Marketing, vol. 27 no. 3
Type: Research Article
ISSN: 0887-6045

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Article
Publication date: 14 August 2017

G. Peter Dapiran and Booi H. Kam

Product returns management (PRM) is a core supply chain management process. Though the importance of value creation and appropriation is acknowledged, extant studies on…

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1275

Abstract

Purpose

Product returns management (PRM) is a core supply chain management process. Though the importance of value creation and appropriation is acknowledged, extant studies on value in product returns tend to be limited to the residual asset value (cost recovery) of the returned products. Further, value discussion in PRM is limited to the value implications for a single party in the returns transaction rather than all the product returns chain entities. The purpose of this paper is to explore value creation and appropriation in a triad of supplier-retailer-3PL in the product returns chain.

Design/methodology/approach

The study uses an inductive qualitative approach. Semi-structured interviews with executives in a triad of organisations formed the primary data source for the study.

Findings

The paper identifies six value drivers and develops a value creation and appropriation framework. It shows that facilitation, value orientation, process alignment and relational factors are key drivers of value creation and appropriation in PRM.

Research limitations/implications

The findings reinforce the view that value creation and appropriation are the outcomes of multi-party interactions in a product return chain. The framework presented contributes to the literature by showing the linkages amongst key drivers.

Practical implications

The findings show the important role of external process facilitation and how a 3PL contributes to value creation in a triadic relationship.

Originality/value

Research based on a triadic product returns chain is a unique dimension of this study.

Details

The International Journal of Logistics Management, vol. 28 no. 3
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 12 February 2018

Erik Sandberg, Rudrajeet Pal and Jukka Hemilä

The purpose of this paper is to explore the processes of value creation and appropriation among companies in a reverse clothing supply chain.

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1344

Abstract

Purpose

The purpose of this paper is to explore the processes of value creation and appropriation among companies in a reverse clothing supply chain.

Design/methodology/approach

This research is based on an inductive case study approach at fashion retailers, charity organisations, commercial recyclers, and specialised sorting companies involved in take-back schemes for used clothes in the reverse clothing supply chain.

Findings

Value creation and appropriation processes are illustrated for different members of the reverse clothing supply chain. Results of different types of value and value co-creation explain the relatively high degree of collaboration among members in the “beginning” of the reverse supply chain. Here, collaboration outmanoeuvres the traditional value appropriation mechanism of price negotiation.

Research limitations/implications

This research does not cover all tiers in this global industry, and practices among different regions may hamper the generalisability of the findings presented.

Practical implications

This research allows a comprehensive picture of the members in the reverse clothing supply chain and outlines some of the major processes involved, decisive for value creation, and appropriation.

Originality/value

The research draws upon the value concept and combines processes of value creation and appropriation in one, single empirical study. By doing that, the research disseminates the reverse clothing supply chain in a new way and facilitates improved understanding of the structure and rationales for members taking part in it.

Details

The International Journal of Logistics Management, vol. 29 no. 1
Type: Research Article
ISSN: 0957-4093

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Article
Publication date: 13 March 2017

Rudrajeet Pal and Arun Pal Aneja

This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development value

Abstract

Purpose

This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development value-structure (value-creation and appropriation), and what are the drivers. Such BMs are run by multinational firms to accommodate various technologies and innovations; however, this is stressful because of inherent incompatibilities and conflicts.

Design/methodology/approach

An explorative study of six product cases from Du Pont’s Textiles Fiber Division (DTFD), namely, nylon yarns, knits and wovens, DTFD blockbusters, Coolmax®, MicroMattique™, filling materials and Supriva™, is conducted.

Findings

In value-creation, technology push or market pull yields resultant technology-forward or market-back trajectories. For value appropriation, new growth opportunities or continuous market expectations lead to breakthrough or continuous innovations. Consistent and inconsistent combinations of these trajectories yield four differential drivers: technological breakthrough, market-back technology, continuous technology and continuous market-back. This is supported by relevant supply chain strategies, either focused through joint ventures and licensees for commodities or vertically integrated for specialty products.

Research limitations/implications

The paper adds to the analysis of ambidexterity in the value structure of BMs along constituent value-creation and appropriation, thus providing a logical lens to understand various complementarities that exist in terms of opposing technology trajectories and product innovation repertoire.

Practical implications

This study contributes to the knowledge of product innovation management in the textile industry, where both large-scale innovation and operational excellence are challenged over the past few decades.

Originality/value

The lessons learnt address the fundamental issue of higher value generation through configuration of multiple contrasting value-structure elements.

Details

Research Journal of Textile and Apparel, vol. 21 no. 1
Type: Research Article
ISSN: 1560-6074

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Article
Publication date: 3 April 2018

Jing Zhang and Mingfei Du

Value appropriation and value creation are two sides of the same coin. How B2B seller’s value appropriation impacts customer relationship performance still remains an…

Abstract

Purpose

Value appropriation and value creation are two sides of the same coin. How B2B seller’s value appropriation impacts customer relationship performance still remains an under-researched topic. This paper aims to probe into this question in the context of Chinese B2B markets.

Design/methodology/approach

This study identifies two kinds of value appropriation, namely, competitive and non-competitive and then examines their impacts upon customer relationship performance, as well as the moderating roles of distributive fairness and procedural fairness, based on questionnaire survey among 273 Chinese B2B firms.

Findings

The authors find that seller’s competitive value appropriation has negative impact upon customer relationship performance, and this link is positively moderated by customer-perceived distributive fairness. Besides, non-competitive value appropriation by the seller has significant and positive impact upon customer relationship performance, and this link is positively moderated by customer-perceived procedural fairness.

Originality/value

The paper contributes greatly to literature of value management and industrial buyer–seller relationship. Managerial implications are provided for B2B companies operating in Chinese market to tackle with the tradeoff between appropriating sufficient value and retaining harmonious relationship with customers.

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