Benefiting from innovation: Value creation, value appropriation and the role of industry architectures

Jacobides, Michael G.; Knudsen, Thorbjørn; Augier, Mie

doi:10.1016/j.respol.2006.09.005

Cited by 658 publications

(315 citation statements)

References 40 publications

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“…Technological diversification has been associated with increased R&D costs, which lead firms to consider mechanisms for successful value appropriation (Jacobides et al . ). Understanding how market‐facing aspects of firm diversification, notably product and international diversification, moderate the relationship between technological diversification and performance is therefore likely to be particularly useful (Miller ).…”

Section: Discussion and Future Researchmentioning

confidence: 97%

Technological Diversification: A Systematic Review of Antecedents, Outcomes and Moderating Effects

Ceipek

Hautz

Mayer

et al. 2019

Int J Management Reviews

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Technological diversification has been linked to a wide range of phenomena, including financial performance, innovation, product diversification and inter‐organizational relationships. This is the first systematic review of this literature and provides an overview of its historical development and conceptual foundations. It finds that the role of contingency factors impacting the positive relationship between technological diversification and financial performance needs further exploration. Also, it finds that the research on the links between technological diversification and inter‐organizational relationships requires consolidation. This paper suggests three avenues for further research. First, it sets out an agenda for identifying the antecedents of technological diversification. Second, it identifies contextual factors that could shape the relationship between technological diversification and performance. Third, it argues that technological diversification research must engage with contemporary technological and organizational developments such as digital organizations, open boundaries and networks.

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Section: Discussion and Future Researchmentioning

confidence: 97%

Technological Diversification: A Systematic Review of Antecedents, Outcomes and Moderating Effects

Ceipek

Hautz

Mayer

et al. 2019

Int J Management Reviews

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“…Based on the definition of value, we can now define the processes that provide an actor with value. There is some consensus in the literature that there is a distinction between value creation and value capture (Jacobides et al, ; Lepak et al, ; Mizik and Jacobson, ). We define value creation as an actor’s attempt to increase value.…”

Section: Conceptualizing Value Creation and Value Capturementioning

confidence: 99%

“…We argue that, for a participant, value is not only driven by the value created through the collaborative exchange process but also by the participant’s ability to capture the value of other actors’ value creation efforts in subsequent phases of the innovation process. Thus, we stress the complementarity between the invention and commercialization processes (e.g., Chesbrough and Rosenbloom, ; Jacobides, Knudsen, and Augier, ; Teece, ). We also highlight a potential value capture challenge—the actors that contribute the most in the invention process may not necessarily be those that benefit the most in terms of profits (Teece, ).…”

Section: Introductionmentioning

confidence: 99%

Value Creation and Value Capture in Open Innovation

Chesbrough

Lettl

Ritter³

2018

J of Product Innov Manag

346

231

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Open innovation has attracted a significant amount of attention from scholars and practitioners. Prior research on open innovation has mainly focused on collaborative inventing. However, understanding the processes and outcomes of joint inventing is not sufficient for understanding sustained open‐innovation activities and the competitive advantages of the actors involved in open innovation. Instead, an understanding of value creation and value capture is paramount for advancing our understanding of sustained open‐innovation activities. Open innovation requires collaboration among distributed but interdependent actors who rely on each other’s capabilities for value creation and capture. Value in open innovation is driven not only by actors’ value creation but also by their ability to capture value. While value creation and value capture are discussed in the open‐innovation literature, the advancement of this stream of research is hindered by conceptual ambiguity, especially in relation to the concept of value capture. This article adopts a value perspective on open innovation, offers consistent conceptualizations of value creation and value capture, and outlines potential avenues for further research at the interface of open innovation, value creation, and value capture.

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“…actors involved in jointly co-producing a service innovation. New services -thus creating and appropriating value -are increasingly realised through combinations of service functions provided by a coalition of providers, both parties in the value chain, and actors in the wider value network (Chesbrough, 2003, p. 68; see also Gawer and Cusumano, 2002;Huston and Sakkab, 2006;Jacobides et al, 2006;Tee and Gawer, 2009). It is remarkable in this context that open innovation literature has started at the JOSM 21,4 R&D and manufacturing side, whereas the relevance for service innovation might be even greater.…”

Section: Service Innovation As a Multidimensional Phenomenonmentioning

confidence: 99%

Capabilities for managing service innovation: towards a conceptual framework

Hertog¹,

Aa²,

Jong³

2010

Journal of Service Management

552

444

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to identify and reflect on a set of dynamic capabilities for managing service innovation and applies a dynamic capabilities view (DCV) of firms for managing service innovation. Design/methodology/approach -This theoretical paper offers a conceptual framework for managing service innovation by proposing six dynamic service innovation capabilities. This framework builds on and is integrated with a model of service innovation that covers the possible dimensions where service innovation can take place. On this basis, avenues for future research into managing service innovation are identified and managerial implications discussed. Findings -The six dynamic service innovation capabilities identified are: signalling user needs and technological options; conceptualising; (un-)bundling; co-producing and orchestrating; scaling and stretching; and learning and adapting. It is hypothesized that successful service innovators, which may include manufacturing firms developing into providers of service solutions, outperform their competitors in at least some of these capabilities.Research limitations/implications -The six dynamic service innovation capabilities identified in this theoretical paper, their mutual links as well as links with dimensions of service innovation need to be tested further. Further refinement is required in order to be able to discriminate between various industries, sizes and types of firms. Practical implications -Those involved in managing service innovation are offered a framework for systematically assessing dynamic service innovation capabilities. Originality/value -The main contribution of this paper is that it links a service (innovation) perspective to a DCV of the firm by proposing a set of six dynamic service innovation capabilities.

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Benefiting from innovation: Value creation, value appropriation and the role of industry architectures

Cited by 658 publications

References 40 publications

Technological Diversification: A Systematic Review of Antecedents, Outcomes and Moderating Effects

Technological Diversification: A Systematic Review of Antecedents, Outcomes and Moderating Effects

Value Creation and Value Capture in Open Innovation

Capabilities for managing service innovation: towards a conceptual framework

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