Theoretical B2B knowledge management framework focused on value co-creation

Abstract

Purpose Knowledge is companies’ crucial asset, especially when they are inserted in continuous collaboration and value co-creation. However, problems related to knowledge may occur without proper management, which can compromise the strategic objectives associated with a business collaboration network. Given the presented gap, this study aims to propose and test a business-to-business (B2B) knowledge management (KM) framework focused on value co-creation. Therefore, this study seeks to answer the following guiding questions: what are the main elements that a KM model should present in a context of value co-creation between companies? What are the limitations? What are the advantages and disadvantages? Is there any group that would benefit most from it? Design/methodology/approach This is an exploratory study grounded on mixed methods, having a qualitative approach (systematic literature review and content analysis) followed by a quantitative approach (exploratory and confirmatory factor analysis), which grounded the proposed framework. Findings The qualitative approach grounded on the systematic literature review resulting in 38 articles that were submitted to content analysis, which resulted in six record units: active communication between the organization, employees and other stakeholders; documents and organizational knowledge stored; knowledge map; collaborative network; searching tools and database, which provided the KM elements to develop and test the proposed framework by the quantitative approach. The results have shown that the framework may assist in managing knowledge in B2B value co-creation relationships. Research limitations/implications As an exploratory study, the chosen research approach used nonprobabilistic for convenience sampling. Therefore, the results may lack generalizability. Thus, researchers are encouraged to use probabilistic sampling techniques to ensure generability. Also, more and better items should be used to upgrade the initial questionnaire, improving it and, by doing so, have a better scale. Practical implications Assuming the proposed framework’s effectiveness, company managers can use it to drive knowledge within the network of interested parties to promote cooperative products and services. In addition, due to the theoretical framework’s broad vision, it can serve as a strategic aid to leverage innovation, productivity and competitive advantage. This study also provides an initial instrument that assists in understanding KM elements, which may assist in value co-creation. Originality/value It was learned that the elements, tools, concepts and KM preconized solutions can assist in value co-creation. Considering that value assists business performance, and value co-creation is one way to enhance it, furthermore, by knowledge sharing, the value co-creation may occur in the B2B ecosystem. Also, it is the first theoretical KM framework proposed to assist companies to understand better ways that could get advantages on structuring knowledge, meaning mapping it, sharing it through a system that can retain what is needed and release it to the ones that need and have the defined access to receive it.

An integrative framework to driver innovation among dairy actors

“…Bonamigo et al (2021) Utilizing information systems is a primary means through which transparency is achieved, ensuring adherence to quality and safety standards (Trienekens et al, 2012). Furthermore, transparency is required not only within the industry but also extends to the information and knowledge shared with suppliers (Ferenhof et al, 2022). Galstyan & Harutyunyan, 2016;Minh & Hjortsø, 2015;Pant et al, 2015;Poláková et al, 2015;Ramaswamy & Ozcan, 2018;Winck, 2013).…”

ICT and value co-creation in B2B: the new way of loyalty in service

“…The adoption of technology in the B2B field is becoming a conventional tool since it offers solutions to all parties involved in the face of current commercial scenarios, promoting the exchange of information (Li & Fang, 2021;Tyan et al, 2021). Similarly, it is important to understand the co-creation of value in B2B as a more digital and sometimes more complex process, but one that allows for expanded interactions across multiple actors and increased global competition (Ferenhof et al, 2022).…”

The evolution of B2B strategies in the rise of value co-creation and service management

“…In recent times, the way organizations operate have changed with the start of the post-industrial era also known as the information age, the knowledge-based society, or even the service economy (Gummesson, 2007). There has been research on managing knowledge within B2B partners that enables organizations to manage value co-creation between partners and is seen as essential in sustaining relationships (Ferenhof et al ., 2022). In the B2B context, not all organizations are self-sufficient in their capability of innovation and knowledge, this is when they seek partnerships with their B2B partners.…”