DOI: 10.1016/s0742-3322(05)22006-5
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The Development of the Resource-Based Firm Between Value Appropriation and Value Creation

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Cited by 25 publications
(13 citation statements)
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“…The study supports previous allegation made the existence of relationship between green alliances and green marketing quality practices. Firms adopting green alliances shall benefited in many ways: greater access to complementary resources for value creation (King et al, 2003) partners benefits sharing (Lavie, 2009;Destri and Dagnino, 2005), foster innovation by complementary resources (Park et al, 2004) through a value network (Amit and Zott, 2001) increasing benefits through lowering costs (Chwen et al, 2006), risk sharing (Kogut, 1988), allowing specialization advantages (Chen and Paulraj, 2004), learning (Bouncken et al, 2014), and utilizing complementary resources (Park et al, 2004). Green alliances motivate firms to adopt high quality green marketing practices as they face stiff competition from other green companies in the market.…”
Section: Discussionmentioning
confidence: 99%
“…The study supports previous allegation made the existence of relationship between green alliances and green marketing quality practices. Firms adopting green alliances shall benefited in many ways: greater access to complementary resources for value creation (King et al, 2003) partners benefits sharing (Lavie, 2009;Destri and Dagnino, 2005), foster innovation by complementary resources (Park et al, 2004) through a value network (Amit and Zott, 2001) increasing benefits through lowering costs (Chwen et al, 2006), risk sharing (Kogut, 1988), allowing specialization advantages (Chen and Paulraj, 2004), learning (Bouncken et al, 2014), and utilizing complementary resources (Park et al, 2004). Green alliances motivate firms to adopt high quality green marketing practices as they face stiff competition from other green companies in the market.…”
Section: Discussionmentioning
confidence: 99%
“…According to Mocciaro and Battista (2005), the firm is not considered to be oriented exclusively towards either value creation or value appropriation, but rather both conditions characterize the process of firm development. They posit that there must be a period in which the firm may pursue value appropriation in order to seize the fruits of its innovations through an increase in the efficiency of its resource allocation.…”
Section: Relationship Between Value Creation and Appropriationmentioning
confidence: 99%
“…These authors argue that there is a need to anticipate and proactively contribute to the creation of the future 'rules of the competitive game' in order not to succumb to rival firm actions. According to Mocciaro and Battista (2005), it is during phases of stability that firms create the basis for the future adoption of value-creating behaviors and foster the construction of new competitive advantages (i.e. phases of inner change).…”
Section: Relationship Between Value Creation and Appropriationmentioning
confidence: 99%
“…Agents assume a pro-active role, defining and redefining the finalities of the system on the basis of their ability to foresee future events. Firm agents try, in this way, to anticipate the possible future evolutions of the system, which, at the time they formulate their expectations, are not rationally inferable by the actual circumstances (Mocciaro Li Destri & Dagnino, 2005). Interactions can also self-generate spontaneously, at different systemic levels, without being planned by a central authority.…”
Section: Cst As a Dynamic Approach To The Analysis Of Inter-firm Netwmentioning
confidence: 99%