Outside-in thinking, value chain collaboration and business model innovation in manufacturing firms

Liang, Wu; Liu, Heng; Bao, Yongchuan

doi:10.1108/jbim-03-2021-0189

Cited by 10 publications

(11 citation statements)

References 97 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The last set entails the supplier’s and customer’s co-creation of opportunity. For the supplier, the co-creation of opportunity involves the ability to sense new customer needs and to spot, interpret and pursue new possibilities and opportunities by keeping track of market trends and new technologies to jointly expand business with the customer (Pavlou and El Sawy, 2011; Wu et al , 2022). For the customer, the co-creation of opportunity refers to the capacity to create novel business ideas, use novel ways of working, invent new business models and products and develop existing business models and products along with the supplier (Elgeti et al , 2020).…”

Section: Resultsmentioning

confidence: 99%

Capability matching between suppliers and customers in solution co-creation: a process-based model

Leng

Zhao

2023

JBIM

View full text Add to dashboard Cite

Purpose The purpose of this study is to examine supplier–customer capabilities in solution co-creation and how they are matched from a relational process perspective. Design/methodology/approach Using a qualitative approach, the authors identified 20 sets of supplier–customer capability matches by conducting in-depth interviews with 34 matched informants and retrieving suppliers’ archival data (project documents and success stories). Findings The authors identified 20 capability matching sets (21 supplier and 23 customer capabilities) and developed a process-based model of bilateral capabilities that match at the organizational level in solution co-creation. The authors reveal their match forms (complementarity and compatibility) and offer suggestions for future research. Research limitations/implications This paper is qualitative; quantitative studies are required for testing and extending the initial conclusions. Practical implications This study guides the supplier and customer to cultivate different capabilities at different stages of solution co-creation and alerts them to the importance of capability complementarity and compatibility. Originality/value To the best of the authors’ knowledge, this study is the first to introduce the bilateral perspective into dynamic capability research in the context of solution co-creation. The authors discuss the abilities the supplier and customer must possess at different stages and how they match dynamically. The analysis extends the research on solution-specific capabilities and dynamic matching, offering useful implications for solution co-creation in practice.

show abstract

Section: Resultsmentioning

confidence: 99%

Capability matching between suppliers and customers in solution co-creation: a process-based model

Leng

Zhao

2023

JBIM

View full text Add to dashboard Cite

show abstract

“…First, we shortened the phrasing and improved item clarity. Second, we posed the same questions on other survey pages while dispersing the independent and dependent variables among them (Akgün et al , 2014; Wu et al , 2021). For example, “[…] more focus on improving the supply chain compared to its competitors” appeared two times each in our questionnaire.…”

Section: Analyses and Resultsmentioning

confidence: 99%

Section: Common Methods Biasmentioning

confidence: 99%

The relationships among the logic of value innovation, strategic decisions and market-driven factors

Şentürk

Özkan

2023

JBIM

View full text Add to dashboard Cite

Purpose The logic of value innovation has received increased attention in the strategic marketing and innovation literature. Studies investigating how value innovation, as a firm’s strategic mindset, contributes to creating new market space through more proximal market-driven factors such as strategic decisions and customer value are still lacking, nevertheless. This study aim to investigate how the logic of value innovation influences creating new market space through quantum strategy and customer value creation. Design/methodology/approach Survey data from a sample of 204 manufacturing and service firms was used to test the conceptual model and research hypotheses. The data were analyzed using structural equation modeling. Findings The findings reveal the direct and indirect effect of value innovation logic on the new market space through the mediation of quantum strategy and customer value creation. Besides, this study shows that quantum strategy does not directly contribute to customer value creation. A reason is that the quantum strategy as a both/and strategy is the more dominating factor in creating new market space. Originality/value There is still a lack of a systematic understanding of how value innovation, as a firm’s strategic mindset, contribute to creating new market space through a firm’s strategic choices and superior customer value creation, as more proximal market-driven factors. This study empirically attempted to address this research problem. This study contributes to the strategic marketing literature by providing a model for the interwoven relationships between value innovation, quantum strategy, customer value and new market space.

show abstract

“…Therefore, the solution of considering the co-occurrence of cooperation and conflicts caused by competition can be a key relational capability that can help in acquiring knowledge, ideas, and resources for GM from partners in supply chains (Bengtsson & Raza-Ullah, 2016). Meanwhile, the solution of considering the co-occurrence of cooperation and conflicts caused by competition can be a key relational capability to break the path dependence of excessive reliance on existing partner knowledge for GM (Qian et al, 2013;Wu et al, 2021). Furthermore, firms that employ effectuation are more successful in cooperation across organizational boundaries.…”

Section: New Solutions Based On Coopetition Theory For Green Scmmentioning

confidence: 99%

“…Unfortunately, many manufacturing enterprises in emerging markets face difficulties in balancing economic gains with environmental expenditures (Pinheiro et al, 2022) and lack the necessary resources and skills to adopt complex GM technologies (Yu et al, 2023). This is especially true in times of high uncertainty, such as when customer demands and environmental standards are in flux (Marquis et al, 2011; Wu et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Coopetition relations, suppliers' effectuation, and manufacturers' green management: Evidence from China

Wu,

Liu,

Liu

2023

Corp Soc Responsibility Env

Self Cite

View full text Add to dashboard Cite

The coopetition perspective proposes that a firm's value creation relies on its ability to manage both cooperation and competition in supply chains. Recent theorizing in green supply chain management suggests that critical sustainability management practices may be affected by the coopetition relations between manufacturers and suppliers. We extend to study the coopetition perspective by verifying whether coopetition relations between manufacturers and suppliers, such as coopetition, cognitive, and affective conflict caused by competition, and the combination between cooperation and cognitive/affective conflict, impact a firm's ability and motivation to implement green management (GM). Furthermore, the coopetition perspective suggests that the effects of coopetition relations between two parties are enhanced when the coopetition relations match the salient partner's characteristics, a phenomenon regarded as coopetition fit. As a test of this idea, we prove how the role of coopetition relations is differently influenced by one such partner's characteristics, that is, the supplier's decision‐making logic. Our findings indicate that coopetition relations between manufacturers and suppliers have different effects on manufacturing firms' GM. We also have evidence that these relationships are moderated by effectuation.

show abstract

Outside-in thinking, value chain collaboration and business model innovation in manufacturing firms

Cited by 10 publications

References 97 publications

Capability matching between suppliers and customers in solution co-creation: a process-based model

Capability matching between suppliers and customers in solution co-creation: a process-based model

The relationships among the logic of value innovation, strategic decisions and market-driven factors

Coopetition relations, suppliers' effectuation, and manufacturers' green management: Evidence from China

Contact Info

Product

Resources

About