Resource interaction and resource integration: Similarities, differences, reflections

Bocconcelli, Roberta; Carlborg, Per; Harrison, Debbie; Hasche, Nina; Hedvall, Klas; Lei, Huang

doi:10.1016/j.indmarman.2020.09.016

Cited by 42 publications

(44 citation statements)

References 51 publications

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“…Combining a process-based view of value co-creation with the resource interaction approach (Baraldi et al, 2012;Bocconcelli et al, 2020) of the IMP tradition enabled our study to position value as an ongoing phenomenon, which accompanies and reflects a technology's development in our longitudinal case study.…”

Section: Discussionmentioning

confidence: 99%

The value co-creation journey: a longitudinal process unfolding in a network through collaboration

Perna

O’Toole

Baraldi

et al. 2022

JBIM

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Purpose This study aims to develop our understanding of the value co-creation process in business networks. This study identifies four key sub-processes that characterize the value co-creation journey as it unfolds across an inter-organizational network. These four sub-processes are opportunity co-creation, solution co-creation, complementary co-creation and activated co-creation. Design/methodology/approach Reflecting the exploratory nature of this research, the methodology relies on an in-depth case study, which is analyzed through the lens of the resource interaction occurring within the specific business relationships and collaborative episodes that affected the nine-year long development of Deko, a new architectural lighting solution. Findings The main contribution of the paper is identifying the sub-processes comprising the value co-creation journey of a technology development solution based on resource combining, re-combining and un-combining across a business network. That value co-creation occurs through a time-consuming journey requiring multiple episodes of collaboration can also inspire the practice of handling this process for instance for a small business such as the one featured in this case study. Originality/value This paper highlights that the value co-creation journey process has the potential to frame the unfolding of collaboration in practice for a small business.

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Section: Discussionmentioning

confidence: 99%

The value co-creation journey: a longitudinal process unfolding in a network through collaboration

Perna

O’Toole

Baraldi

et al. 2022

JBIM

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“…Studies on B2B marketing identify business interactions as the key elements of value cocreation and co-production [44]. They allow short-term exchange episodes and long-term institutionalization and adaptation which leads to the development of relationships, which is described by the Interaction Model [45].…”

Section: The Value Co-creation Process In Virtual Reality Systems: Th...mentioning

confidence: 99%

Sustainable Value Co-Production and Co-Creation in Virtual Reality: An Exploratory Research on Business-to-Business Interactions

2022

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The objective of this study is to identify the environment for business interactions in virtual reality in the value co-production and co-creation process and to understand how such an environment enables the sustainable development of co-creational activities. This paper takes the concepts of value co-production and co-creation and presence and the Actors, Resources, and Activities Model as conceptual references for the exploration of interactions in virtual reality. Using ten in-depth interviews with senior managers, this paper takes an exploratory case analysis perspective. Results show how the sense of presence—level of immersion to which a medium that produces seemingly accurate representations of objects, events, and people, can submerge the perceptual system of a user—is the primary technical resource enabling the performance of value co-production and co-creational activities inside VR simulations. Additionally, the VR consultants and the hiring firms become the actors, organizing the value-co-production and co-creation practices; those customers and employees are the actors performing five co-creational activities that can result in valuable outcomes for the VR consultants and the hiring firms. Virtual reality is one of the newest vehicles used for the co-production and co-creation of value, for innovating existing products, for sustainable creation of new marketing offerings, or for managing network relations. This study contributes to existent literature by showing the process and practice of value co-production and value co-creation taking place in virtual reality simulations in B2B settings.

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“…This has particularly reflected in the increasing employment of an ecosystem lens, relying on service-dominant logic (SDL). SDL acknowledges the relevance of networks and interactions [43]. Yet, this development still rests on a macro perspective, referring to relationships among actors.…”

Section: A Network Perspective On Dsmentioning

confidence: 99%

From After-Sales to Advanced Services: A Network Analysis on the Impacts of Digital Servitization Evolution

Galvani

Carloni²,

Bocconcelli³

et al. 2022

Sustainability

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The B2B context has experienced a push toward digital servitization (DS), i.e., the development of services by means of digital technologies. There are three levels of DS: (1) product provision, (2) after-sale servicing, and (3) advanced services taking after-sales to the next level. At level 3, DS evolves from a product and service-oriented strategy to a service-centric one. The literature has acknowledged the changes provoked by levels 1 and 2 of DS. Yet, further changes at level 3 still have not been explored. This research aims to understand the impact of DS’s evolution after the DS setup, with an intra- and interorganizational focus. To reach this aim, the case of Beta, an Italian mechatronic manufacturer implementing IIoT-based DS, is analyzed. The adopted framework is the ‘developing’, ‘producing’, ‘using’ (DPU) framework, formulated within the industrial marketing and purchasing (IMP) approach. Results are summarized in three propositions, showing how: (1) DS complexity unfolds intra- and interorganizationally and is gradually embedded in the three settings of the framework; (2) integration of settings and resources becomes essential; and (3) processes of resource procurement, development, and integration allow the evolution toward a service platform. Theoretical and managerial implications are provided.

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Resource interaction and resource integration: Similarities, differences, reflections

Cited by 42 publications

References 51 publications

The value co-creation journey: a longitudinal process unfolding in a network through collaboration

The value co-creation journey: a longitudinal process unfolding in a network through collaboration

Sustainable Value Co-Production and Co-Creation in Virtual Reality: An Exploratory Research on Business-to-Business Interactions

From After-Sales to Advanced Services: A Network Analysis on the Impacts of Digital Servitization Evolution

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