The impact of network configurations on value constellations in business markets — The case of an innovation network

Corsaro, Daniela; Ramos, Carla; Henneberg, Stephan C.; Naudé, Peter

doi:10.1016/j.indmarman.2011.11.017

Cited by 90 publications

(78 citation statements)

References 123 publications

(169 reference statements)

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“…In business networks with distinct structures, relationships reflect intentionally created constellations of actors who pursue repeated and enduring exchange relations with one another and deliberately work together to mobilize value creation (Achrol 1997;Dyer and Nobeoka 2000). We conceptualize these structures as value constellations (Normann and Ramírez 1994) and adopt an actor-defined perspective, in which a focal actor strives to configure adjacent business relationships through networking activities (Corsaro et al 2012;Kowalkowski et al 2013). In value constellations, value creation is an outcome of interactions among actors (Ramírez 1999), and competitive advantage exists at the constellation rather than the firm level (Gomes-Casseres 1994;Möller and Svahn 2006).…”

Section: Network Ties In Business Triadsmentioning

confidence: 99%

Triadic Value Propositions: When It Takes More Than Two to Tango

2016

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Value propositions are reciprocal resource-integration promises and value alignment mechanisms, operating to and from actors seeking an equitable exchange. In a business triad, any change in the relationship between two actors also affects relationships with the third actor, influencing resource integration and value creation at the value constellation level. This study of the development of a triadic value proposition analyzes how the discontinuous effects of a new service initiative alter the relationships among actors in a manufacturerdealer-user triad. A qualitative empirical inquiry examines a ten-year process, in which a leading industry incumbent enters the service business by crafting a triadic value proposition.As the value proposition evolves over time, the network ties-and thus the interdependence among manufacturer, dealer, and user-strengthen. The findings offer firms a better understanding of how to involve and collaborate with key actors to initiate discontinuous changes at the firm and network levels. These insights are particularly timely in light of the difficulties that product firms face when intermediaries are decisive for the success of their service-led growth initiatives.Keywords: value proposition; network ties; relationship development; service systems; case study application Application abstractDeveloping a value proposition is a critical strategic issue for marketing managers. Even as competitive advantage increasingly appears in networked business models though, the concept of the value proposition has yet to be extended to multilateral settings. For example, studies of service-led growth in industrial contexts often focus on the manufacturer and customer but omit service partners as critical actors. The authors therefore suggest a triadic value proposition and analyze how such value propositions might evolve over time in an industrial context, a setting in which service partners' performance often is a foundation for manufacturer success. Substantial adjustments to the arrangement between two parties likely influence what can be proposed to the third, which makes collaboration with all parties necessary to initiate any discontinuous change at the network level. To make this concept more actionable, the authors also illustrate how managers might approach the task of crafting triadic value propositions. The insight for management is straightforward: By adopting a triadic perspective while developing the value proposition, companies can increase the viability of their service system and provide a more compelling market offering.3

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Section: Network Ties In Business Triadsmentioning

confidence: 99%

Triadic Value Propositions: When It Takes More Than Two to Tango

2016

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“…The evolving role of science parks, as enablers in inter-organisational relationships, is evidenced in the findings of extant research into the dynamics of interactions between tenants (Corsaro et al, 2012;Löfsten & Lindelöf, 2003;Siegel et al, 2003;Westhead, 1997). In this sense, tenants and stakeholders may be seen as partners, customers and competitors who are cooperatively, collaboratively or coopetitively linked through a nonlinear set of activities and interactions.…”

Section: The Importance Of Intellectual Capital For Smes Located In Smentioning

confidence: 99%

Leading the Diffusion of Intellectual Capital Management Practices in Science Parks

Khavandkar¹,

Theodorakopoulos²,

Hart³

et al. 2016

Human Resource Management, Innovation and Performance

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“…Buscando superar as limitações próprias, as empresas esforçam-se para integrar em redes de inovação (Corsaro Et Al., 2012;Doh;Kim, 2014;Hemphälä;Magnusson, 2012;Hoffmann;Amal;Mais, 2011;Vaan, 2014;Vitoreli;Gobbo Junior, 2013;Zheng;Li;Wu, 2013). Como consequência, as redes tornaram-se um foco central na literatura que trata das estratégias de inovação.…”

Section: Referencial Teóricounclassified

“…Como consequência, as redes tornaram-se um foco central na literatura que trata das estratégias de inovação. Tem sido sugerido, recentemente, que as redes são uma importante fonte de vantagem competitiva para as empresas (Corsaro Et Al., 2012;Hemphälä;Magnusson, 2012;Zheng;Li;Wu, 2013).…”

Section: Referencial Teóricounclassified

Agentes em rede e inovações em pequenas empresas tradicionais: Direito, tradição e carisma de empreender

et al. 2016

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O universo das micro e pequenas empresas (MPEs) que operam em setores tradicionais da economia apresentam características peculiares, que se materializam em barreiras à inovação, sendo necessárias políticas e intervenções públicas para minimizar as dificuldades. Este estudo teve como objetivo relatar as virtudes, as limitações e as dificuldades de operacionalização de dois instrumentos como potenciais ou efetivos indutores de inovações em micro e pequenas empresas (MPEs) de base tradicional. A estratégia metodológica utilizada compreendeu uma pesquisa qualitativa, de caráter exploratório, delineada como estudo de casos simples, com dados coletados por meio de entrevistas e observação participante. Apurou-se que as micro e pequenas empresas de base tradicional, mesmo aquelas que são alvos de programas e políticas públicas, apresentam muitas dificuldades para operacionalizar inovações. Notou-se também que a junção dos dois instrumentos potencializou as atividades inovativas.

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The impact of network configurations on value constellations in business markets — The case of an innovation network

Cited by 90 publications

References 123 publications

Triadic Value Propositions: When It Takes More Than Two to Tango

Triadic Value Propositions: When It Takes More Than Two to Tango

Leading the Diffusion of Intellectual Capital Management Practices in Science Parks

Agentes em rede e inovações em pequenas empresas tradicionais: Direito, tradição e carisma de empreender

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