Alignment of resources, actors and contexts for value creation

Abstract

Purpose This paper aims to deepen the understanding of resource integration for value co-creation within service-dominant logic (SDL), by drawing on key knowledge management (KM) concepts. Design/methodology/approach This conceptual study introduces three key KM concepts, namely, object, agent and context to SDL; thus, deepening the understanding of how resources are becoming when actors are engaged in co-creating value-in-context. Findings This paper extends understanding of actors’ uses of knowledge in their efforts to co-create value. Paradoxically, SDL takes a phenomenological approach to understanding value co-creation, whereas KM embraces a realist-phenomenological view. Emphasizing knowing rather than knowledge reveals that there is no object without an agent, no agency without context and no knowledge without value-alignment. Thus, the paper contributes to theorizing about resource integration through SDL by identifying the need for effective alignment between relevant objects, capable agents and meaningful contexts for value to emerge. The paper also contributes with four facilitators of object-agent-context alignment: tacit knowledge contextualization, collective sensemaking, shared values among engaged actors and feedback on alignment effectiveness. Originality/value It advances current conceptualizations of resource integration and value co-creation in SDL by paying explicit attention to a KM perspective.

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

“…Figure 4 shows the relationship between facilitators and the outcome of their success. Through the survey, we identified four factors as facilitators, including top management participation and support (Ali et al, 2018;Gopalakrishna-Remani et al, 2019;Kearns, 2006;Shao, 2019;Teubner, 2013); active communication and knowledge sharing between business and IT sectors (Arvidsson et al, 2014;Carrillo et al, 2019;Philip, 2009;Yeh et al, 2011); consideration of internal and external environments (Chi et al, 2005;Hung et al, 2016;Mirchandani and Lederer, 2012;Newkirk et al, 2008), and adequate resource allocation for SISP (Lientz, 2010;Samaha and Baki, 2009;Wallace, 2013). In addition, we confirmed that the four facilitators have a positive effect on business and IT alignment.…”

“…Further, it helps organizational members achieve mutual trust and credibility of IT (Oyemomi et al, 2019;Philip, 2007, Wallace, 2013 and diminishes costs and risks (Al Nahyan et al, 2019;Pai, 2006;Segars and Grover, 1999;Yeh et al, 2011). Effective communication and knowledge sharing between business and IT sectors plays an important role in facilitating the quality of SISP and the level of SISP success (Byrd et al, 2006;Lee and Bai, 2003;Pai, 2006;Teubner, 2013;Yeh et al, 2011) based on the achievement of effective business and IT alignment (Carrillo et al, 2019;Shao, 2019;Gutierrez et al, 2009;Ilmudeen et al, 2019;Maharaj and Brown, 2015;Pai, 2006;Reich and Benbasat, 2000). Therefore, the following hypothesis is proposed:…”

“…Organizational learning is defined as a change in the organization's knowledge that occurs as a function of experience (Argote and Miron-Spektor, 2011). Organizational learning is also viewed as a set of processes in which members of an organization improve behavior through better knowledge acquisition and understanding (Carrillo et al, 2019;Govuzela and Mafini, 2019;Park and Kim, 2008). Organizations in the current rapidly changing business environment are concerned with learning complex planning and systems to enhance effective decision-making, and to find ways to understand the behavior of the planning and systems (Grant et al, 2010;Rainey, 2010).…”

Industry 4.0 Quantum Strategic Organizational Design Configurations. The Case of 3 Qubits: One Reports to Two

“…Such alignment efforts can occur in different organizational environments, although in this paper the authors focus on complex networked cyber-physical systems in an Industry 4.0 context. Approaches to qualitatively model organizational alignment have been proposed by several scholars [8][9][10][11][12][13][14]. Less common are approaches that allow quantifying the organizational alignment [2], where the alignment status of each node is known at each discrete time interval.…”

Quantum Strategic Organizational Design: Alignment in Industry 4.0 Complex-Networked Cyber-Physical Lean Management Systems

“…These alignment efforts can occur in different organizational settings, although, in this paper the authors focus on complex networked cyber-physical systems in an Industry 4.0 context. Scholars have proposed approaches to qualitatively model organizational alignment [12][13][14][15][16][17][18][19][20]. Approaches that allow for a quantification of organizational alignment are less common [2], which shows the alignment state of each node is known at each discrete time interval.…”