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This paper aims to understand the process of value creation and value capture through open innovation strategies such as crowdsourcing in emerging economies (EEs) like India. The paper seeks to understand that crowdsourcing strategies offer both potential as well as challenges to value creation and capture in EEs.

The paper follows a case study approach. Building on interviews with company officials, the paper looks at the process of value creation and value capture by Talenthouse India through its unique “My Nation My Anthem” (MNMA) initiative.

With growing internet penetration and the presence of a demographic dividend, crowdsourcing presents high potential in EEs like India. EE firms may strategize to use the creativity and ideas of “crowds” to drive value creation and value capture. However, understanding the limits of such strategies, in particular those relating to the crowds (their composition, access to them and their motivators) and the access to technology, is important. The result of the MNMA initiative was a 52-second crowdsourced national anthem that generated sufficient value for the crowdsourcing intermediary (Talenthouse), the client firm (PVR) and the entire ecosystem.

The significance of open innovation models has been demonstrated in settings involving high-tech industries, producing high-value goods, in advanced economies. The paper finds the applicability of such models to low-tech, less mature industries, involving experience goods in EEs like India.

The purpose of this paper is to address value and the value‐creation process. It argues that the firm operating in line with investor interests, acts as both a customer and a supplier of value and considers the internal activities that reflect these motivations.

A series of propositions are developed regarding the creation, capture and destruction of value.

It is argued that two types of value‐creating activities can be identified. In addition there are activities directed at the maintenance of the firm, and the maintenance of its capital stock, and there are activities that destroy value. Value capture is determined by bargaining relationships between stakeholders and their representatives. The paper concludes with some comments regarding value appropriation.

The paper addresses the critical issue of “value” in the resource‐based view (RBV) and specifically begins to develop the RBV away from its neo‐classical roots.

This research aims to investigate the process of value creation, value delivery, and value capture in project-based companies. Most previous research focused on companies that operate regularly and offer manufactured products or services. This research used companies in the field of information technology that developed software to explain how value creation, value delivery, and value capture occurred. A case study with qualitative research was applied to analyze between cases. Empirical findings showed that companies carry out six activities to ensure that value creation, value delivery, and value capture can be realized in the software development process. The six activities were iterative and not a rigid sequence. This research was limited to the software industry, and further research can test the results of this study by using a survey to increase the generalizability theory developed in this study.

The purpose of this theoretical chapter is to rework a promising but limited theory of the foundations of reciprocity. Reciprocity is often attributed to an “internalized norm of reciprocity” – a deeply felt moral obligation to help those who have helped us in the past. Leifer's theory of local action develops a radically different and compelling foundation for reciprocity – one in which the impetus for reciprocity is a thinly veiled battle for status. We rework the theory to offer a new one that addresses its limitations. The key idea is that the impetus for reciprocity is the desire to signal that one intends to create joint value rather than to capture it from the counterparty.

Our analytical approach rests on close examination of a puzzling and underrecognized feature of social exchange: people who initiate social exchange routinely deny giving anything of value (“it was nothing”) while the receiver inflates their indebtedness to the giver (“this is too much!”). We refer to this negotiation strategy as reverse bargaining and use it as a window into the logic of social exchange.

We develop a more general theory of how people manage the threat of opportunism in social exchange that subsumes local action theory. The key insight is that people who initiate social exchange and seek reciprocity must balance two competing objectives: to ensure that the person receiving a benefit recognizes a debt she must repay; and to mitigate the receiver's suspicion that the giver's ulterior motive is to capture value from the receiver.

The recent advances of mobile computing and sensing technologies have enabled mobile devices to individually sense environment context and develop situation awareness capability. To gain a better understanding of the environment, mobile devices that are co‐located can establish a mobile peer‐to‐peer (MP2P) environment to share their individual context information. The purpose of this paper is to propose a theoretical model for representing and reasoning about situations using uncertain context information captured by multiple devices in an MP2P environment.

The paper proposes a generic model for reasoning about situations using uncertain context information captured by multiple devices in a MP2P environment. A data fusion technique is then integrated into the proposed model. To deal with uncertainty of context information captured by multiple independent devices, several models to estimate reliability of context information captured in the environment is proposed and developed.

The proposed model has been implemented as a middleware and evaluated using data from real experiments in various scenarios and environment settings. The results of the experiments show the robust performances of the proposed model as the basis for situation reasoning in the environment.

A novel model to represent situations and context information captured by multiple devices and to estimate reliability context information used for situation reasoning is proposed. The proposed model is then implemented as a middleware and validated using context data taken captured by multiple independent devices in a MP2P environment.

The theoretical case for land value capture is well-known, but the effectiveness of affordable housing delivery as a capture mechanism is not so well-documented. Building on the earlier theoretical and empirical work of Whitehead (1991, 2007) and Crook and Whitehead (2002), the purpose of this paper is to consider the provision of affordable housing from a land value capture viewpoint, focusing on the process by which the amount of affordable housing is determined between landowners/developers on the one hand and local planning authorities on the other.

The paper adopts a mixed-mode approach for the data collection. Two surveys of local planning authorities were undertaken, together with a series of case study interviews.

The paper evaluates whether land value capture has been an effective mechanism for delivering affordable housing by focusing on three principal areas: first, the political agenda in relation to land value capture and the supply of affordable housing; second, the nature and motivation of the stakeholders involved in affordable housing decision-making; and third, the use of economic models as decision tools for determining the amount and type of affordable housing are negotiated.

The research provides some insight into the effectiveness of local authority affordable housing targets as a means of capturing the uplift in land value that results from the grant of planning permission.

The purpose of this paper is to examine how, taking customer relationships as the unit of analysis, the heterogeneity of customer relationship performance influences the heterogeneity of firm performance, and how firms can balance the heterogeneity of customers, customer relationships, and customer portfolios by differentiated business models.

The approach to the topic is one of theoretical analysis and conceptual development.

Value capture is defined as the discounted present value of all future economic profit from the relationship. Three sources of value capture heterogeneity are identified: the customer, the relationship with the customer, and the interdependence between customers in a customer base. Relationship performance can be improved by investing in business model differentiation, in order to facilitate controlled adaptation to specific customer relationships and/or customer portfolios. Firms have to manage parallel business models and a central capability is the ability to create internal fit between the elements of a specific business model.

The research presented relates to business‐to‐business customer relationships. Some of the conceptual thinking will not be applicable in consumer relationships.

A firm should have an optimum mix of customer relationships in its customer base, in relation to firm goals and strategy. Management needs to recognize the heterogeneity of customer relationship performance, and manage customer portfolios accordingly. In order to deal with the heterogeneity, it may be necessary to manage parallel business models. This will necessitate new capabilities, such as customer insight generation, account management, modularized production platforms, and relationship performance control.

For a scholarly audience the paper contributes to the discussion on how marketing improves firm performance by assuming responsibility for increasing firms' market value. For a practitioner audience it offers ideas for genuinely customer‐centric management.

Drawing broadly from the technology frame (Davidson, 2002) and organizing vision perspectives (Swanson and Ramiller, 1997) which consider the business value of information technology as resulting from actors' efforts to make sense of new technology, the study applies Ojala's (2016) business model framework to examine how different sets of actors understand the value of blockchain within the healthcare sector.

To include the perspective of different sets of actors, the research combines a systematic literature review to capture academic research, semi-structured interviews with blockchain experts, with an analysis of blockchain healthcare vendors.

The study finds a high degree of congruence between the perspective of different actors, with key sources of blockchain value concentrated around value proposition, particularly enhancing privacy and security; value capture, specifically cost savings, and value network, mostly enhancing data accessibility and reducing intermediation. Value delivery is the least emphasized value creation mechanism and concerns primarily improvements in supply chain transparency. Minor variations between actors' interpretations of value exist, mostly around the contribution of blockchain to support the value proposition and include the provision of social value, the creation of trust, supporting automation and improving employment.

Recognizing that the value of new technology is as much the result of actors' interpretations, as the objective outcome of its deployment, this study takes a multi-stakeholder perspective to examine blockchain's business value and highlights new aspects of value associated with blockchain deployments. The findings include a value outcome framework that allows systematic comparisons between blockchain implementations across contexts.

The purpose of this case study is to illustrate the difficulty of capturing value by an upstream supplier in a mature business market. The case shows how successful market introduction and value capturing, especially in the case of mature markets, are dependent on the dominant logic of the participants in the supply chain. Scholars can use the case for a class discussion on value pricing.

The approach takes the form of a multilevel case design as part of a larger project on value‐based pricing sponsored by the Dutch foundation of Technique and Marketing (STEM).

In this mature and technical industry, the dominant mindset of suppliers and customers turns out to be heavily biased towards cost containment. Also, a volume orientation and a short‐term perspective are typical. This leads to adversarial relations in the supply chain, which makes it difficult to jointly introduce new value concepts. Notwithstanding the innovativeness of a new packaging concept with clear potential advantages to all downstream players, it turns out to be difficult to align these players during market introduction. In sum, existing relations, pricing structures and competitive behavior hinder new concept introduction and a value‐sharing perspective.

With its focus on one industry and one product introduction, this case cannot be generalized to all business settings. However, the in‐depth analysis stimulates further research on value‐based pricing to incorporate industry characteristics and the pricing reality embedded in the dominant logic of the industry.

The experience of this company might inspire other managers operating in similar environments. Managers should not underestimate the challenge of changing their pricing approaches. Turning to a value‐based pricing might require a sustained effort in order to change industry rules.

The literature hails value‐based pricing without often considering the implementation difficulties. Especially upstream players have difficulties in capturing value inherent in their offerings.

This paper aims to examine how collaborative supplier development (SD) activities, supplier capabilities and buyer–supplier relationship interrelate in technology-based, luxury product business contexts characterized by small volumes, difficult targets and resource constraints relative to those targets.

Using inductive case research method, the authors investigate multiple embedded cases involving six dyadic buyer–supplier relationships of two luxury product manufacturers in the motorcycle and automotive industries. Each dyad represents an important sub-system for which the buying firm committed significant SD efforts to help the supplier successfully achieve difficult targets.

The analysis reveals how paradoxical tensions might emerge as the firms engage in successful SD activities, which could lead to decreasing relationship commitment ultimately resulting in the termination of the relationship. The authors utilize the “value co-creation and value capture” paradox framework to understand the SD and relationship dynamic and characterize it as developing-leveraging paradox to explain its dualities, i.e. commitment-based SD efforts (increasing value co-creation), and unilateral leveraging of the newly acquired capabilities (increasing value capture) by both the buyer and the supplier. Overemphasis on value capture by one of the exchange partners spurs a detrimental vicious cycle leading to the decline of the relationship.

The study explains the paradoxical dynamics that may emerge in SD activities of innovative, technologically complex, luxury product firms. The findings contribute to the SD literature by highlighting how learnings from SD activities could contribute to the dark sides of buyer–supplier relationship. The technologically complex, luxury product contextual characteristics of the study may limit the generalizability of the study findings.

The study provides novel insights into the emergence and management of paradoxes in buyer–supplier relationships, in terms of virtuous and vicious dynamics of developing-leveraging.