Strategy and process of value creation and appropriation in service clusters

Hsieh, Pi-Feng; Lee, Chung‐Shing; Ho, Jonathan

doi:10.1016/j.technovation.2011.03.003

Cited by 29 publications

(14 citation statements)

References 74 publications

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“…These combinations of products, services and software are often described as integrated solutions (Brady et al , 2005; Davies, 2004; Nordin and Kowalkowski, 2010; Windahl and Lakemond, 2010; Wise and Baumgartner, 1999), hybrid offerings (Ulaga and Reinartz, 2011), customer solutions (Tuli et al , 2007) or, simply, solutions (Nordin and Kowalkowski, 2010). This transformation from a product to a services dominant business model is often termed as servitization (Vandermerwe and Rada, 1988), servicization (Hsieh et al , 2012; Santamaría et al , 2012) or service infusion (Eggert et al , 2011; Kowalkowski et al , 2013b).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Modeling manufacturer’s capabilities for the Internet of Things

Hasselblatt

Huikkola

Kohtamäki

et al. 2018

JBIM

116

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Purpose This paper aims to identify a manufacturer’s abilities to develop, build, sell and deliver Internet of Things (IoT) services. Design/methodology/approach This paper is a qualitative comparative case method that uses multiple sources of data, including executive interviews and secondary data, to understand a manufacturer’s IoT capabilities. Findings Five strategic IoT capabilities were identified: digital business model development, scalable solution platform building, value selling, value delivery and business intelligence and measurement. Research limitations/implications The main limitations are related to the qualitative research method applied. The results are applicable mainly to relatively large and global manufacturers. Practical implications Managers responsible for solution business development can apply the developed model to acquire and manage IoT specific resources, processes and capabilities. Originality/value Existing studies have not addressed the IoT-specific resources, processes and capabilities that manufacturers’ possess. This is one of the first studies to conceptualize how these capabilities are used.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Modeling manufacturer’s capabilities for the Internet of Things

Hasselblatt

Huikkola

Kohtamäki

et al. 2018

JBIM

116

View full text Add to dashboard Cite

show abstract

“…Value and its creation and appropriation are central concepts in management research, as well as in the research on alliances and networks (Lavie, 2007;Pitelis, 2012), for business success is determined by both the value creation and appropriation (Hsieh et al, 2012).…”

Section: Value Appropriationmentioning

confidence: 99%

The impact of B2B seller’s value appropriation upon customer relationship performance

Zhang

2018

CMS

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Purpose Value appropriation and value creation are two sides of the same coin. How B2B seller’s value appropriation impacts customer relationship performance still remains an under-researched topic. This paper aims to probe into this question in the context of Chinese B2B markets. Design/methodology/approach This study identifies two kinds of value appropriation, namely, competitive and non-competitive and then examines their impacts upon customer relationship performance, as well as the moderating roles of distributive fairness and procedural fairness, based on questionnaire survey among 273 Chinese B2B firms. Findings The authors find that seller’s competitive value appropriation has negative impact upon customer relationship performance, and this link is positively moderated by customer-perceived distributive fairness. Besides, non-competitive value appropriation by the seller has significant and positive impact upon customer relationship performance, and this link is positively moderated by customer-perceived procedural fairness. Originality/value The paper contributes greatly to literature of value management and industrial buyer–seller relationship. Managerial implications are provided for B2B companies operating in Chinese market to tackle with the tradeoff between appropriating sufficient value and retaining harmonious relationship with customers.

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“…Due to the purposefulness of choosing a portfolio of relations, relational strategy should be shaped deliberately, but this does not mean, however, that the emergent approach cannot be applied here. Interorganizational relations are also formed through spontaneous acts and without certain previously articulated intentions (Hsieh et al 2012). Managers are consequently assigned the task to react and respond to unintended opportunities and challenges arising in interorganizational interactions.…”

Section: H1: Enterprise Logic Affects a Firm's Relational Orientationmentioning

confidence: 99%

Recognition of relational strategy content: insight from the managers’ view

Zakrzewska-Bielawska

2018

Eurasian Bus Rev

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The paper aims to recognize how managers perceive a firm's relational strategy content by identification of strategic choices made within it. The paper presents theoretical assumptions of the relational view of strategy based on identified fundamental strategic choices that form the content of relational strategy, presents hypotheses that link this content with the relational view of a firm, as well as 'enterprise logic', understood as the way in which top managers conceptualize their firm and its relationships with stakeholders. The research was conducted in 53 companies based in Poland using semi-structured interviews with executives. Both content and statistical analyses are to be used. The research results made it possible to discern key strategic choices that make up the content of relational strategy. These, in the opinion of managers, should include choices regarding the process of creating and appropriating value, selecting a partner and their significance, and the associated interorganizational dynamics as well as the way of forming interorganizational relationships.

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Strategy and process of value creation and appropriation in service clusters

Cited by 29 publications

References 74 publications

Modeling manufacturer’s capabilities for the Internet of Things

Modeling manufacturer’s capabilities for the Internet of Things

The impact of B2B seller’s value appropriation upon customer relationship performance

Recognition of relational strategy content: insight from the managers’ view

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