Understanding the Value of a Relationship

Wilson, David T.; Jantrania, Swati

doi:10.1016/s1320-1646(94)70278-1

Cited by 306 publications

(267 citation statements)

References 20 publications

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“…Finally, strategy literature defines value as "what buyers are willing to pay." The meaning of 'value' and the 'value perceptions' have received significant attention in business literature in a wide-range of issues, but most number of researchers on business field, keep defining value primarily in monetary terms (Anderson, Narus, 1999;Wilson & Jantria, 1994). Others researchers use a broader concept of "value" in business scope, such as competitive gains, competencies created, social relationships, knowledge acquired, managerial time, etc.…”

Section: Meaning Of Sustainability Values From a Business Perspectivementioning

confidence: 99%

“…Others researchers use a broader concept of "value" in business scope, such as competitive gains, competencies created, social relationships, knowledge acquired, managerial time, etc. (Wilson & Jantria, 1994;Vandaele & Decouttere, 2013;Biju et al, 2015). Besides that, value for customers could also be expressed as a more individual view of a particular interest, desire or need.…”

Section: Meaning Of Sustainability Values From a Business Perspectivementioning

confidence: 99%

“…Even today, many companies do not understand the role decision-makers play in the overall value creation processes, even though it is possible to find literature about that and specific methodologies that guide them (Graham & Bertels, 2006;Hoekstra, 2015;Hohenschwert & Geiger, 2015). Although for a company, there are wide range of stakeholders, decision-makers often are identified as being the driving agent of business, and therefore, key players in achieving goals as well as performance (Wilson & Jantria, 1994;O'Cass & Ngo, 2012;Schaltegger, Lüdeke-Freund & Hansen, 2011). Despite this, little is known about the precise impact that decision-makers have on sustainable value creation, it is understood that it is essential to focus on the most important stakeholders as because companies have limited resources, and it is difficult to completely satisfy everyone.…”

Section: Business Scope For Sustainable Value Creationmentioning

confidence: 99%

“…Throughout the literature is stated that collaborative strategic relationships remain poorly studied and understood (Wilson & Jantria, 1994;Prior, 2012). Indeed, in business practice are difficult to manage (Pinnington et al, 2016).…”

Section: Business Scope For Sustainable Value Creationmentioning

confidence: 99%

See 3 more Smart Citations

Sustainability values for business: A perspective of value alignment in a supplier-client relationship for case Aqualogy

Jaramillo

Serrat

Vidal

et al. 2018

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Purpose: The study's goal is focused on determining a common set of sustainability-related issues and drivers relevant for business-makers, for being used as a framework to inter-organizational communications and thereby to reduce value perception dissonances on supplier-client business relationships.Design/methodology: The study was methodologically based on a documentary review and different work sessions (interviews, workshop, and discussion) with a focus group composed of decision-makers in the water industry sector, of both the supplier and the client company. Findings:The study makes as main contributions a differentiation within the scope of 'sustainability practices of global interest' and 'sustainability practices into business scope' from the business-makers' value perception, providing a set of sustainability value drivers, allowing reduction of value dissonances in business relationships, shedding light on solutions' value creation capacity and at the same time enhancing inter-organizational communications. Research limitations/implications:The final set of sustainability-related issues (and drivers) presented aren't exhaustive and are delimited by the particular scenario generated around Aqualogy's business scope; therefore, it cannot be considered as a standard application mode. Practical implications:This study sheds light on the importance of aligning business expectations around sustainability, and create a value framework that can be useful for fully embedding sustainability into the portfolio, business models, marketing strategies, technologies, and manufacturing processes. This framework can also be useful for analysing value dissonances on supplier-client relationships, identifying value gaps into business models. Originality/value:The empirical study provides detailed insight into how the key decision-makers understand and perceive the sustainability value concept in the mainstream business. The alignment of their value perception shows to companies which sustainability values are expected in business, and how business strategy must use them as value creation drivers.

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Section: Meaning Of Sustainability Values From a Business Perspectivementioning

confidence: 99%

Section: Meaning Of Sustainability Values From a Business Perspectivementioning

confidence: 99%

Section: Business Scope For Sustainable Value Creationmentioning

confidence: 99%

Section: Business Scope For Sustainable Value Creationmentioning

confidence: 99%

See 2 more Smart Citations

Sustainability values for business: A perspective of value alignment in a supplier-client relationship for case Aqualogy

Jaramillo

Serrat

Vidal

et al. 2018

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“…From the supplier side, the creation of value for customers has been considered a key issue in buyer-seller relationships (Wilson & Jantrania, 1995;Hogan, 2001;Eggert & Ulaga, 2002;Möller & Törrönen, 2003;Ulaga, 2003;Ulaga & Eggert, 2005Moeller, Fassnacht, & Klose, 2006). Researchers in business-to-business marketing have focused their efforts in understanding such value both at the relationship level (Boyd & Spekman, 2004;Hammervoll, 2005;Möller, 2006;Aarikka-Stenroos & Jaakkola, 2012) and at the network level (Baxter & Matear, 2004;Ehret, 2004;Eng, 2005;Holmen, Aune, & Pedersen, 2013;Mena, Humphries, & Choi, 2013).…”

Section: Introductionmentioning

confidence: 99%

Managing Value Co-Creation Through Interfaces with Suppliers

Roseira¹,

Brito

2014

IBR

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The growing specialization of firms and the reinforcement of vertical disintegration have led to an increasing reliance on purchasing and supply management. This means that an increasing proportion of value is created outside the boundaries of the firm, namely by suppliers. In this context, the paper aims to relate the configuration of the bonds companies establish with their suppliers to the process of value creation. On the basis of a case study approach, the paper furthers our understanding of buyer-supplier relationships as mechanisms for the coordination and development of capabilities on both sides of the dyad. Evidence was found that relationships affect not only the access and exploration of suppliers' resources, but also the perception the buying firm has about their capabilities which is likely to condition the potential for joint value creation. The main contribution of the paper is that co-creating value with suppliers is not a recipe. It is not the 'right' solution in all instances. Rather, value co-creation involving suppliers must be regarded as a strategic option which depends on several conditions. This research puts in evidence two of these conditions: suppliers' capabilities and the way the buyer-seller relationships are configured.

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