Value Co-Creation Processes—Early Stages of Value Chains Involving High-Tech Business Markets: Samsung–Qualcomm Semiconductor Foundry Businesses

Park, Changhyun; Lee, Heesang

doi:10.1080/1051712x.2015.1081016

Cited by 18 publications

(9 citation statements)

References 31 publications

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“…The framework contains three sections: influence, innovation, and knowledge. Also, based on the literature and a case study of the customer-supplier relationship, (Park & Lee, 2015) propose a framework to analyze the process of co-creating value in the high-tech industry (B-to-B). Four resources (financial, knowledge, efficiency, and intellectual resources) and five competencies (relational, collaborative, strategic, innovation, and management capabilities) were identified.…”

Section: Stage 3: Literature Identification Of Practices Associated With the Proposed Frameworkmentioning

confidence: 99%

“…Regardless of participation in a creative process, partners should keep in mind that resources are limited and decisions need to be made on how to effectively use them (Berasategi, Arana, & Castellano, 2011). Therefore, it is important to define how resources will be allocated and managed (Knoke, 2015 ;Park & Lee, 2015).…”

Section: Stage 4: Dimensions and Best Practices Identification To Manage Collaborative Innovation Projectsmentioning

confidence: 99%

“…This concerns actors who have different interests, objectives, and cultural systems that may be conflicting (Coutts et al, 2017 ;Duin et al, 2008 ;Hesmer & Thoben, 2009 ;Tan & Saragih, 2018). Therefore, a culture should be encouraged for individuals and teams to promote the generation and sharing of good ideas (Jaafar & Rezaeian, 2019), acceptance and collective respect to find consensus (Ehlen et al, 2017), flexibility to respond to setbacks (Coutts et al, 2017), and generation of trust, which is a cornerstone (Berasategi et al, 2011 ;Owen et al, 2008 ;Park & Lee, 2015). In addition to the technical requirements, collaboration also involves soft skills of the participants, such as relational skills (Ehlen et al, 2017 ;Le Dain et al, 2011) and conflict resolution skills (Coutts et al, 2017 ;Owen et al, 2008 ;Park & Lee, 2015).…”

Section: • Process Activitiesmentioning

confidence: 99%

“…Another aspect is the openness of the participants to collaborating and considering ideas that come from outside (Wan & Quan, 2014), overcoming barriers such as the Not-Invented-Here syndrome (Hosseini et al, 2017). Collaboration should capture learning that can be applied in future projects (Owen et al, 2008 ;Park & Lee, 2015). This implies skills for knowledge absorption, learning management (Park & Lee, 2015), and knowledge management (Song et al, 2013), for example by creating unique repositories (Knoke, 2015).…”

Section: • Process Activitiesmentioning

confidence: 99%

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Characterization of Best Practices for Customer/Supplier Collaboration in Co-innovation Projects

Moya

Boly

Morel

et al. 2020

Journal of Technology Management & Innovation

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High market competitiveness and a lack of internal resources and knowledge make companies increasingly interested in open innovation, being the collaborative innovation projects with suppliers one of the most widely used initiatives. However, the collaborative process is difficult to manage given the diversity of factors to consider when mixing different organizational cultures, resources, competencies, and experiences. One way to support the process is through the management of related good practices. Therefore, based on a review of the literature and international standards on open innovation or collaboration, this document identifies five dimensions and 18 practices of the customer-supplier collaborative innovation process. The identification of these good practices allows the characterization of the customer/supplier collaboration process in innovation projects and allows the establishment of a reference framework for the creation of an evaluation model.

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Section: Stage 3: Literature Identification Of Practices Associated With the Proposed Frameworkmentioning

confidence: 99%

Section: Stage 4: Dimensions and Best Practices Identification To Manage Collaborative Innovation Projectsmentioning

confidence: 99%

Section: • Process Activitiesmentioning

confidence: 99%

Section: • Process Activitiesmentioning

confidence: 99%

See 2 more Smart Citations

Characterization of Best Practices for Customer/Supplier Collaboration in Co-innovation Projects

Moya

Boly

Morel

et al. 2020

Journal of Technology Management & Innovation

View full text Add to dashboard Cite

show abstract

“…This includes interaction activities, such as end user involvement in the product and service development process, as well as working together with suppliers to develop an appropriate infrastructure for the organisation (Hsieh & Hsieh, 2015;Kim, Song, & Triche, 2015;Park & Lee, 2015). In contrast, value co-creation promotes the generation of dynamic capabilities linked to adaptability, knowledge, innovation and relationship management on the supplier side (Preikschas et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Managing Innovation Processes Through Value Co-Creation: A Process Case From Business-to-Business Service Practise

Nardelli¹,

Broumels

2018

Int. J. Innov. Mgt.

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Value co-creation is a specific type of collaboration that is considered to be an innovative and interactive process between end users and organizations; it aims to increase the value of a product or service. This study investigates how a network of stakeholders collaborating to manage innovation openly co-creates value over time; it contributes to the existing literature on value co-creation by taking the perspective of the network as a whole. The study follows a case in which value co-creation unfolds over time across a network of stakeholders within the business-to-business facility service context. The in-depth longitudinal investigation of a network composed of a corporate customer and its external facility service providers revealed that a network of stakeholders co-creates value over time by (i) offering an adaptable structure for the network to organize innovation activities and establish support routines, (ii) facilitating interactions to support stakeholder relation development and (iii) allowing participants to achieve self-empowerment. Therefore, stakeholder value co-creation entails the combination of single value co-creation activities and overarching network progressions that allow for learning and inter-organizational trust among stakeholders.

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A novel approach to learning virtual engineering in the medical devices process

2020

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Value Co-Creation Processes—Early Stages of Value Chains Involving High-Tech Business Markets: Samsung–Qualcomm Semiconductor Foundry Businesses

Cited by 18 publications

References 31 publications

Characterization of Best Practices for Customer/Supplier Collaboration in Co-innovation Projects

Characterization of Best Practices for Customer/Supplier Collaboration in Co-innovation Projects

Managing Innovation Processes Through Value Co-Creation: A Process Case From Business-to-Business Service Practise

A novel approach to learning virtual engineering in the medical devices process

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