Search results

1 – 10 of over 99000
To view the access options for this content please click here
Article
Publication date: 3 August 2012

Wenping Wang, Xinhuan Huang and Jie Xie

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…

Downloads
1593

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

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.

To view the access options for this content please click here
Article
Publication date: 4 November 2013

Brian Leavy

In this interview with Prof. Venkat Ramaswamy, Strategy & Leadership reviews the way the concept of co-creation of value with customers is being implemented on its tenth

Downloads
1739

Abstract

Purpose

In this interview with Prof. Venkat Ramaswamy, Strategy & Leadership reviews the way the concept of co-creation of value with customers is being implemented on its tenth anniversary. Prof. Ramaswamy explains the basic elements of the co-creation playbook.

Design/methodology/approach

Based on his research with companies pioneering innovation co-creation with customers, Prof. Ramaswamy offers insights for executives into what makes this perspective different and powerful.

Findings

Prof. Ramaswamy discusses the guiding principle underlying the transformation of enterprises towards co-creation: how to engage people to create valuable experiences together while enhancing network economics.

Practical implications

In designing and managing a co-creation platform, ask, how accessible is it to consumers or any other key stakeholders; how well does it facilitate dialogue among them; how transparent is this interaction to all, which helps to build trust and attract even more participants; and how well does it enable the reflexive leveraging of the innovation and learning generated to enhance the value of the platform?

Originality/value

Senior executives need to know how co-creation engagement platforms can also be used to generate ideas for continuously improving products and services through the lens of customer experiences.

Details

Strategy & Leadership, vol. 41 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

To view the access options for this content please click here
Article
Publication date: 19 November 2021

Diah Priharsari and Babak Abedin

The lack of authority of the sponsoring firm in online communities raises questions about how to orchestrate members of an online community in value co-creation. Hence…

Abstract

Purpose

The lack of authority of the sponsoring firm in online communities raises questions about how to orchestrate members of an online community in value co-creation. Hence, this study aims to examine how online communities co-create value with community members. The authors draw upon service-dominant logic (SDL) to study two comparable, and yet different, Indonesian firm-sponsored online communities.

Design/methodology/approach

The authors build on an earlier systematic literature review and triangulate it with semi-structured interviews of 28 community members and content analysis of over 35,000 online comments. The data collection was conducted from February to October 2018.

Findings

The findings revealed that (1) value co-creation in online communities is orchestrated through the fluidity of the online community, which is represented by three mechanisms: consensus-making, consensus settlement and changing boundaries, and (2) the mechanisms can be conditioned by switching firm roles (as a co-creator and facilitator).

Research limitations/implications

The study has enriched the body of knowledge in fluid organisations by explicating three mechanisms, consensus-making, consensus settlement and changing boundaries, that explain the coordination efforts between individuals who have options to participate or not and changing boundaries, that reveals actors' responses in online communities. The mechanisms demonstrate the dynamics of a service ecosystem.

Originality/value

This study offers valuable insights into how sponsoring firms orchestrate value creation in online communities where they do not have full control of participants' reactions. The authors hereby contribute to enriching the understanding of co-creating value with customers in a fluid organisation, such as online communities.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

To view the access options for this content please click here
Article
Publication date: 24 November 2021

Longshan Chen, Leping Yuan and Zhangxiang Zhu

This study aims to explore the value co-creation for developing cultural and creative virtual brand communities (CCVBCs) by developing a conceptual framework based on the…

Abstract

Purpose

This study aims to explore the value co-creation for developing cultural and creative virtual brand communities (CCVBCs) by developing a conceptual framework based on the stimulus-organism-response framework, social cognition theory (SCT) and social exchange theory (SET).

Design/methodology/approach

The proposed conceptual framework was developed from a comprehensive review of the related literature. This study tested and validated the proposed framework using partial least square structural equation model based on the data collected through a survey.

Findings

First, perceived hedonic benefit was positively affected by content personalization, user interaction design and technological innovation. Perceived social benefit and perceived self-achievement benefit were positively affected by user interaction design and technological innovation. Second, user content creation behavior was affected by perceived social benefit and perceived self-achievement benefit; user browsing behavior was significantly affected only by perceived hedonic benefit, and interaction behavior was significantly affected by perceived hedonic benefit, perceived social benefit and perceived self-achievement benefit. Third, perceived social benefit and perceived self-achievement benefit partially mediated the relationship between user interaction design and interaction behavior. As for the influence of technological innovation on interaction behavior, however, and the influence of user interaction design and technological innovation on content creation behavior, both perceived social benefit and perceived self-achievement benefit had complete mediation.

Originality/value

This study found that the characteristics of developing CCVBCs affected perceived benefit in participating in the value co-creation process. The results contributed to the value creation research by enriching the understanding of user value co-creation in developing CCVBCs.

Details

Asia Pacific Journal of Marketing and Logistics, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-5855

Keywords

To view the access options for this content please click here
Article
Publication date: 29 May 2009

Trond Hammervoll

The purpose of this paper is to present a critique of the use of governance value analysis (GVA) for assessment of value creation in supply chains.

Downloads
3059

Abstract

Purpose

The purpose of this paper is to present a critique of the use of governance value analysis (GVA) for assessment of value creation in supply chains.

Design/methodology/approach

The study presents a conceptual analysis of the assumptions, factors, and range of GVA as it applies to assessment of value creation in supply chains.

Findings

GVA lacks comprehensiveness in assessing value creation in supply chains in that it ignores: certain important factors that affect value creation in supply‐chain relationships; governance issues beyond transaction‐specific investments; and cooperative value‐creating activities among supply‐chain members.

Research limitations/implications

The critique calls into question the applicability of GVA in governing value creation, especially in the context of dynamic contemporary conceptions of supply‐chain relationships. It is not recommendable to analytically treat cooperation in supply‐chain relationships as transactional exchange.

Originality/value

This is an original and timely critique of the presumption that GVA is an appropriate model for assessment of value creation in supply chains.

Details

European Journal of Marketing, vol. 43 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

To view the access options for this content please click here
Article
Publication date: 11 November 2013

Manuela Vega-Vazquez, María Ángeles Revilla-Camacho and Francisco J. Cossío-Silva

The greater part of the academic literature coincides in highlighting the positive influence that consumer participation has on the value created in service delivery. In…

Downloads
8853

Abstract

Purpose

The greater part of the academic literature coincides in highlighting the positive influence that consumer participation has on the value created in service delivery. In this sense, research stands out which studies the consumer's role as a value co-creator in the service. However, there are few studies which analyze the consequences of co-creation behavior from the customer perspective. This research aims to fill this gap. To do so, it sets out from the measuring of co-creation from the perspective of the customers themselves and proposes that there is a direct relationship between value co-creation behavior and customer satisfaction with the service experience.

Design/methodology/approach

To verify the hypothesis proposed, adults over 18 were personally interviewed. They had to be regular users of firms in the beauty parlor and personal care sector. The data collection finished with 547 duly-completed questionnaires. The SPSS 20 and AMOS 20 statistical programs were used for the data analysis.

Findings

Regarding the causal model proposed, the data confirm the relationship set out in the hypothesis. It can therefore be stated that there is a positive relation between value co-creation and customer satisfaction. It allows a greater comprehension of the value creation process, analyzing the consequences for customer satisfaction. In this sense, the findings of the study suggest that service firms dedicated to personal care should foster the customers' active participation in the value creation process.

Originality/value

The analysis highlights the positive influence which taking part in the value co-creation has on satisfaction. This is the first study that clearly shows this relationship from the empirical point-of-view.

Details

Management Decision, vol. 51 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

To view the access options for this content please click here
Article
Publication date: 14 January 2014

Brian Leavy

This second part of Strategy & Leadership's interview with Prof. Venkat Ramaswamy, one of the early proponents of co-creating value with stakeholders, asks him about the

Downloads
2260

Abstract

Purpose

This second part of Strategy & Leadership's interview with Prof. Venkat Ramaswamy, one of the early proponents of co-creating value with stakeholders, asks him about the progress of the “co-creation transformation” of markets on its tenth anniversary and its wider implications for firm strategists and public policy makers. The interview concludes with a remembrance of the late C.K. Prahalad, a co-developer of the theory, and reviews his many contributions to the advancement of strategic management.

Design/methodology/approach

This interview considers how the co-creation view starts with interactions as the locus of value and platforms of engagements with individuals as the locus of value creation.

Findings

The co-creation paradigm is a dynamic perspective that sees the interaction of customers, employees and other stakeholders as forums for learning and ever-expanding capability building.

Practical implications

Strategy as “stretch and leverage” in the world of co-creation becomes about joint aspirations>joint resources.

Originality/value

Corporate managers need to understand that leading companies that have successfully adopted the co-creation model follow a simple principle – they focus their entire organization on the engagements with individuals.

Details

Strategy & Leadership, vol. 42 no. 1
Type: Research Article
ISSN: 1087-8572

Keywords

To view the access options for this content please click here
Article
Publication date: 9 August 2021

Seyedeh Khadijeh Taghizadeh, Syed Abidur Rahman and Malliga Marimuthu

The purpose of this paper is to examine the influence of the dialogue, access, risk assessment and transparency model of value co-creation processes (dialogue, access…

Abstract

Purpose

The purpose of this paper is to examine the influence of the dialogue, access, risk assessment and transparency model of value co-creation processes (dialogue, access, risk and transparency) on new service market performance (NSMP) with the mediating role of value-informed pricing in the context of business-to-business (B2B).

Design/methodology/approach

The data were collected through a cross-sectional survey of 230 managers of the telecommunications industry in Malaysia and analyzed through structural equation modeling using SmartPLS v.3.3.3 software.

Findings

This study found that dialogue and transparency are predictors of NSMP. The findings indicate that value-informed pricing plays a mediating role in the relationship between dialogue and transparency with NSMP.

Practical implications

Disclosing pricing related information, providing up to date information to the customers, making clear to the customers about new offerings would certainly influence value-informed pricing. Thus, managers can enhance customer engagement in the interaction processes to better understand customer expectations of new services and how the new services should be priced.

Originality/value

The link between value co-creation and value-informed pricing has been only conceptualized in literature. This study has opened a new stream of research, examining the relationship of interactional-based value co-creation process with value-informed pricing and NSMP in the context of B2B relationship from providers’ perspective.

Details

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

Keywords

To view the access options for this content please click here
Article
Publication date: 24 August 2021

Reihaneh Bidar, Alistair Barros and Jason Watson

In the co-creation process from a network perspective, service is produced, designed, and evaluated entirely by the actors with dynamic roles and with less participation…

Abstract

Purpose

In the co-creation process from a network perspective, service is produced, designed, and evaluated entirely by the actors with dynamic roles and with less participation by the firm's employees in the service process. The purpose of this paper is to develop a theoretical model that represents environmental stimuli and value perceptions that contribute to service co-creation behaviour in an online network.

Design/methodology/approach

A total of 36 semi-structured interviews were conducted with members of two online programming communities – GitHub and Stack Overflow co-creators, with the data analysed using thematic analysis. The stimulus-organism-response model guided the development of the final model.

Findings

Social influence and trust are influential in actor value perceptions, including primary and network value, the interplay of which leads actors to co-production, supportive, and administrative behaviour. Environmental factors do not directly drive actors; rather it is the value that initiates and drives actors, which, by extension, initiates and drives the co-creation of services.

Research limitations/implications

The service co-creation behaviour model provides a basis for future research in the co-creation and co-destruction context to model behaviours within the online network organisation setting and thereby enable improvement of such systems. This model can be operationalised in a network environment through design features.

Originality/value

This paper provides a rich understanding of environmental stimuli and value perception factors that contribute to the co-creation of services, and identifies different types of behaviours in dynamic online networks. This paper presents a new model of different types of behaviours emerging from actor participation in the co-creation process.

Details

Internet Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1066-2243

Keywords

To view the access options for this content please click here
Article
Publication date: 19 July 2021

Samir Gupta, Jing Zhou, Shanfei Feng and Munyaradzi W. Nyadzayo

This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The…

Abstract

Purpose

This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The research studies the value co-creation process in a business-to-business (B2B) context between suppliers and customers and provides empirical evidence of the underlying effects.

Design/methodology/approach

Using social exchange theory, the research uses a mixed-method of in-depth interviews and questionnaire surveys. The sample of the survey has 123 business customers.

Findings

The findings suggest that equity not only positively affects but also mediates the effect of shared responsibility on value co-creation. The mediation effect is further moderated by the relationship dependence that buyers have on the seller.

Research limitations/implications

The cross-sectional survey used cannot establish causality relationships. Although the goal was not to establish causality, it could limit the rigor of the study. The longitudinal design could be used in the future to better address this deficiency. While the paper is the initial step to analyze the factors influencing value co-creation empirically, more studies could examine other commonly discussed constructs.

Originality/value

This empirical study enriches the value co-creation literature by examining the antecedents’ detailed mechanism that facilitates value co-creation in a B2B context.

Details

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

Keywords

1 – 10 of over 99000