Creating and appropriating value in collaborative relationships

Wagner, Stephan M.; Eggert, Andreas; Lindemann, Eckhard

doi:10.1016/j.jbusres.2010.01.004

Cited by 162 publications

(137 citation statements)

References 53 publications

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“…It includes the ability to extend the resource base into new markets and services, incorporate complementary resources and co-specialization, and reconfigure roles, resources, locus of control, and power in the network . A critical issue when collaborating is that all actors perceive value creation and appropriation as equitable (Wagner et al, 2010); that is, costs and revenues-and other benefits and sacrifices, such as risk, responsibilities, and customer relationships-must be equitably divided when new services are developed and launched. A prerequisite for such successful orchestration is partner knowledge capability.…”

Section: Value Networkmentioning

confidence: 99%

Service innovation in product-centric firms: a multidimensional business model perspective

Kindström

Kowalkowski

2014

Journal of Business &Amp; Industrial Marketing

367

326

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Purpose-This article investigates the nature and characteristics of business model elements required for successful service innovation. The authors examine which unique resources and capabilities product-centric firms should develop and deploy to pursue service innovation.Design/methodology/approach-Data collected from several research projects support iterations across empirical data and theory, in an abductive process. Empirical data come from product-centric firms; interviews and focus groups were the main data collection methods.Findings-Specific resources and capabilities are needed for the proposed business model elements, as defined by the overarching strategy and structure. Firms can approach the process of service innovation from different starting points and sequences, depending on the context.Research limitations/implications-Because it takes a synthesizing approach, this research lacks some detail. By taking a business model approach with a holistic perspective, it forgoes detailed descriptions to provide greater breadth.Practical implications-Managers can use business models as tools to visualize changes, which should increase internal transparency, understanding, and awareness of service opportunities and necessary changes. Dependencies exist among elements; a change in one element likely affects the others. This study provides insights into which efforts are necessary and offers managers a guiding framework.Originality/value-By providing a multidimensional perspective on service innovation, this study merges various previous research into a synthesized discussion. Combining a resources and capabilities perspective with a business model framework also leads to new insights regarding service innovation and associated activities. Paper type-Research paper

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Section: Value Networkmentioning

confidence: 99%

Service innovation in product-centric firms: a multidimensional business model perspective

Kindström

Kowalkowski

2014

Journal of Business &Amp; Industrial Marketing

367

326

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“…VA secures resources that allow the company to invest in future value creation. In turn, value creation allows VA (Wagner, Eggert and Lindemann, 2010). Prioritizing value creation at the expense of VA may eventually hinder a company's realization of profits from created value.…”

Section: Value Appropriation In Business Exchange -Literature Review mentioning

confidence: 99%

Value appropriation in business exchange – literature review and future research opportunities

Ellegaard

Medlin

Geersbro

2014

Journal of Business &Amp; Industrial Marketing

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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 -We 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, we 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 our knowledge, this paper represents the first attempt at reviewing the management literature on value appropriation in business exchange. We 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.

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“…To sum it up, Wagner, Eggert and Lindemann (2010) observe that for the delivery of value the exchange of information between the supplier/buyer is important, but it must be stressed that the companies analysed in the three industrial segments indicated that besides the constant exchange of information, it is important to value any engineering information that is shared and the technical data about the products purchased from the suppliers. Figure 1 shows the predominance of the value adding elements from the perspective of the buyer companies investigated by construct.…”

Section: Discussionmentioning

confidence: 99%

Value Added Elements According to Buyer Companies in a B2B Context

Battaglia

Schimith

Marciano

et al. 2015

BAR, Braz. Adm. Rev.

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This paper analyses how buyer companies perceive the value added to products and services offered by their suppliers and identifies the predominant elements that affect purchasing decisions and establishment of relationships between companies in a B2B context. A multiple case study was developed in 12 buyer companies from three industrial segments in southern Brazil: metal-mechanics, furniture and foods. The findings show that for supplier companies in the metal-mechanics industry to add value, they must identify buyers' needs, develop technology/innovation, be focused on competitive aspects, keep control of the supply chain, provide different purchasing channels, develop partnerships, and adapt to cultural aspects. Companies in the food industry consider the model for creating value to adapt to meet customer needs, the effective use of purchasing channels, functionality of products, and technical knowledge. The companies in the furniture industry value the methods that suppliers use to capture and implement required changes, effective control of the supply chain, and the representativeness of the suppliers' brand in the market. This study captures the perception of buyer companies in relation to predominant value-adding elements and could guide decisions for the adoption of managerial actions by supplier companies focused on adding value.

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Creating and appropriating value in collaborative relationships

Cited by 162 publications

References 53 publications

Service innovation in product-centric firms: a multidimensional business model perspective

Service innovation in product-centric firms: a multidimensional business model perspective

Value appropriation in business exchange – literature review and future research opportunities

Value Added Elements According to Buyer Companies in a B2B Context

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