Resource interaction: Key concepts, relations and representations

Prenkert, Frans; Hedvall, Klas; Hasche, Nina; Frick, Jens Eklinder; Abrahamsen, Morten H.; Aramo‐Immonen, Heli; Baraldi, Enrico; Bocconcelli, Roberta; Harrison, Debbie; Lei, Huang; Huemer, Lars; Kask, Johan; Landqvist, Maria; Pagano, Alessandro; Perna, Andréa; Poblete, León; Ratajczak‐Mrozek, Milena; Wagrell, Sofia

doi:10.1016/j.indmarman.2022.05.008

Cited by 23 publications

(21 citation statements)

References 51 publications

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“…Other bodies of work group capabilities based not on their inherent resources, but on their focus or outcome, often defined as added value, leading to groupings of innovation based, marketing based or production based capabilities (Ngo and O’Cass, 2009). Whether using resource based or output based grouping, the literature often focuses on a single firm perspective (Johnsen and Ford, 2006; Paiola et al , 2013) and may miss the fact that a firm’s resources and capabilities may be indirectly controlled and belong to a different entity in the firm’s network (Gebauer et al , 2013; Raddats et al , 2019; Prenkert et al , 2022) or may require collaboration from other network actors, such as customers, to optimise results (Abrahamsen and Håkansson, 2015; Petri and Jacob, 2016; Raddats et al , 2017; Story et al , 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In a B2B context, data can be viewed as an inter-organisational resource; each firm has its own distinctly different set of data, and each firm may view the value of that data in different ways, such that data can be classed as heterogenous resources (Abrahamsen and Håkansson, 2015). These data sets become increasingly valuable when multiple resources are combined between organisations (Prenkert et al , 2022), whether this is the combination of multiple data sets or the combination of datasets from one firm with skills and technologies from another. Specifically, data have been used to generate value in a wide variety of industrial contexts (Huberty, 2015; Côrte-Real et al , 2017; Côrte-Real et al , 2019) and to create value through innovation (Marshall et al , 2015; Zhang and Xiao, 2020).…”

Section: Introductionmentioning

confidence: 99%

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The outcomes of B2B data-driven customer focused value creation

Holmes

Zolkiewski

Burton

2023

JBIM

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Purpose Despite data being a hot topic, little is known about how data can be successfully used in interactions in business-to-business relationships, specifically in the boundary spanning contexts of firms working together to use data and create value. Hence, this study aims to investigate the boundary spanning context of data-driven customer value projects to understand the outcomes of such activities, including the types of value created, how resulting value is shared between the interacting firms, the types of capabilities required for firms to deliver value from data and in what contexts different outcomes are created and different capabilities required. Design/methodology/approach Three abductive case studies were undertaken with firms from different business-to-business domains. Data were coded in NVivo and interpreted using template analysis and cross-case comparison. Findings were sense checked with the case study companies and other practitioners for accuracy, relevance and resonance. Findings The findings expand our understanding of firm interactions when extracting value from data, and this study presents 15 outcomes of value created by the firms in the study. This study illustrates the complexity and intertwined nature of the process of value creation, which emphasises the need to understand distinct types of outcomes of value creation and how they benefit the firms involved. This study goes beyond this by categorising these outcomes as unilateral (one actor benefits), developmental (one actor benefits from the other) or bilateral (both actors benefit). Research limitations/implications This research is exploratory in nature. This study provides a basis for further exploration of how firm interactions surrounding the implementation of data-driven customer value projects can benefit the firms involved and offers some transferable knowledge which is of particular relevance to practitioners. Practical implications This research contributes to the understanding of data-driven customer-focused projects and offers some practical management tools. The identification of outcomes helps define project goals and helps connect these goals to strategy. The organisation of outcomes into themes and contexts helps managers allocate appropriate human resources to oversee projects, mitigating the impacts of a current lack of talent in this area. Additionally, using the findings of this research, firms can develop specific capabilities to exploit the project outcomes and the opportunities such projects provide. The findings can also be used to enhance relationships between firms and their customers, providing customer value. Originality/value This work builds on research that explores the creation of value from data and how value is created in boundary spanning contexts. This study expands existing work by providing greater insight into the mechanics and outcomes of value creation and by providing specific examples of value created. This study also offers some recommendations of capability requirements for firms undertaking such work.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The outcomes of B2B data-driven customer focused value creation

Holmes

Zolkiewski

Burton

2023

JBIM

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“…For value co-creation, the interactions of heterogeneous resources from different network actors (Baraldi et al , 2012; Cenamor et al , 2019) and their adjustment to specific business relationships are both important (Fremont et al , 2019), as a resource only has value when it is combined with other resources (Harrison and Håkansson, 2006). The interdependences and heterogeneity of resources affect the value of a particular resource, making it relative, context-dependent and limiting the possibilities of a network actor to use the resources (Prenkert et al , 2022). In some cases, however, the interaction between actors and resources may lead to value co-destruction, that is, when the interactions between actors and the exchange of resources do not result in the expected, positive value outcomes (Järvi et al , 2020).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In this paper, we analyse value co-creation and co-destruction through the resource interaction approach (RIA) (Baraldi et al , 2012). Resource interaction is a prerequisite for value co-creation, as value is created in the interaction by new elements being added to existing ones (Perna et al , 2015; Prenkert et al , 2022). Since resource interaction is “the processes of combination, recombination, and co-development of resources that happen through the interaction among organizations” (Baraldi et al , 2012, p. 266), this approach also enables the analysis of continuous digital transformation.…”

Section: Introductionmentioning

confidence: 99%

Value co-creation and co-destruction in the digital transformation of highly traditional companies

Hauke-Lopes

Ratajczak‐Mrozek

Wieczerzycki

2022

JBIM

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Purpose The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and co-destruction. More specifically, the aim is to examine, using the resource interaction approach, how the friction between non-digital and digital resources affects the co-creation and co-destruction of value in a network during digital transformation. Based on this, the authors provide managerial implications on how to handle simultaneous digital and traditional business processes to co-create value during digital transformation. Design/methodology/approach A case study is conducted of a digital platform provider and of three traditional confectioneries. In this analysis, the authors looked at the business processes of highly traditional confectioneries that have introduced online services through a digital platform and are undergoing digital transformation. Findings In some industries, it is neither possible nor advisable to fully digitalise all business processes, and companies have to partially retain their traditional, analogue character to create value. The process of value co-creation during digital transformation is affected by friction between the digital and non-digital resources and is mitigated by specific lubricants (e.g. mutual reliance, smooth personal communication, willingness to help, attitude towards change). This results in the improvement of processes and capabilities in terms of digital development and traditional production. Friction may also lead to value co-destruction, for example, as the result of transformation from face-to-face to digital interactions. Originality/value The authors contribute to research on the digital transformation of highly traditional companies that need to introduce new, digital technologies and resources while continuing their traditional processes. The authors develop the concept of lubricants that mitigate the friction between resources and, therefore, facilitate value co-creation in a business network. Additionally, the authors provide managerial implications for how to handle simultaneous digital and traditional business processes during digital transformation.

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“…To answer these questions, this study presents an empirical study of the interaction behavior of focal firms in the context of an innovation network perspective. Interaction in innovation networks is a way for firms to gauge their resources fully and to activate and exploit external resource links [ 29 , 30 ]. Based on this theoretical perspective and following the theoretical framework of the resource strategy view, "resources determine capabilities, and capabilities determine performance."…”

Section: Introductionmentioning

confidence: 99%

How enterprise interactions in innovation networks affect technological innovation performance: The role of technological innovation capacity and absorptive capacity

Fan

Huang²,

Sheng-xu³

2023

PLoS ONE

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Current research on the impact of innovation networks focuses on the web and inter-organizational layers, with less consideration of individual behavior at the firm level. Interaction is an active action strategy that firms take when dealing with the external environment. Therefore, this study explores the mechanism of enterprise interaction on innovation development from the perspective of an innovation network. And measures enterprise interaction in three dimensions: affective interaction, resource interaction, and management interaction. The empirical results indicate that the three dimensions of enterprise interaction contribute significantly to technological innovation performance, and the realization of this role requires technological innovation capabilities (technological research and development capabilities, technological commercialization capabilities) to play a partially mediating role. The moderating effect of absorptive capacity between resource interaction, management interaction, and technological innovation capability is significant; however, the moderating effect between affective interaction and technological innovation capability is statistically insignificant. This study promotes the development of interaction theory to a certain extent, which helps enterprises build appropriate industrial chains in innovation networks and achieve rapid development.

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Resource interaction: Key concepts, relations and representations

Cited by 23 publications

References 51 publications

The outcomes of B2B data-driven customer focused value creation

The outcomes of B2B data-driven customer focused value creation

Value co-creation and co-destruction in the digital transformation of highly traditional companies

How enterprise interactions in innovation networks affect technological innovation performance: The role of technological innovation capacity and absorptive capacity

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