Collaborative Innovation in Supply Chain Systems: Value Creation and Leadership Structure

Research has long recognized the importance of collaboration for innovation, but relatively little is known about the strategic drivers of collaborative innovation in firms. We posit that robust collaboration within firms can increase the interfirm mobility of inventors and increase spillovers of innovative knowledge to competitors by mobile inventors. Therefore, by mitigating these value capture hazards associated with collaboration, barriers to employee mobility may induce firms to increase collaborativeness in innovation. Additionally, consistent with the mechanism underlying this proposition, we hypothesize that firms whose innovation entails more complex knowledge, which is known to impede interfirm knowledge spillovers, will increase collaboration less when employee mobility increases. We test these hypotheses by leveraging quasi-exogenous changes in two legal mobility barriers for inventors across U.S. states and find that higher-mobility barriers are associated with greater inventor collaboration (as observed in patented innovation), and this effect is weaker for firms possessing more complex knowledge. These findings deepen our understanding of the strategic tradeoffs between value creation and value capture entailed in collaborative innovation within firms and of human capital strategies that help to manage these tradeoffs.

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Investigating the Path from Supply Chain Integration to Business Performance: Evidence from a Sub-Saharan African Economy

International Journal of Business and Management ◽

10.5539/ijbm.v11n6p225 ◽

2016 ◽

Vol 11 (6) ◽

pp. 225 ◽

Cited By ~ 2

Author(s):

Jonathan Annan ◽

Nathaniel Boso ◽

Dominic Essuman

Keyword(s):

Supply Chain ◽

Life Cycle ◽

Financial Performance ◽

Value Creation ◽

Coming Out ◽

Product Life Cycle ◽

Business Performance ◽

Supply Chain Integration ◽

Primary Data ◽

The Impact

Following the growing concerns on the inconsistent findings in previous research and drawing on the social exchange and networking theories, this study re-examined the impact of supply chain integration (SCI) on business performance (i.e. value creation and financial performance). The study argues that the impact of SCI on financial performance is through value creation and is depended upon longevity of product life cycle. Using primary data from 79 firms in Ghana, the study finds that value creation is a short-run consequence of SCI while financial performance is a long-run outcome of SCI. Additionally, results show that the financial performance outcome of SCI is experienced more from integrative efforts than from the value creation outcome. Results further indicate that firms whose products stay relatively shorter on the market are more likely to experience lower positive impact of SCI on value creation, and thus firms’ ability to become proactive, monitor, and collect market information on product performance throughout its life cycle is key for coming out with strategies that will enable them maximize product’s life span so as to experience greater benefits that come with pursuing integration with other channel members.

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Value creation through expanding the online distribution channel

Industrial Management & Data Systems ◽

10.1108/imds-08-2019-0424 ◽

2020 ◽

Vol 120 (4) ◽

pp. 714-729

Author(s):

Frank Wiengarten ◽

Hugo K.S. Lam ◽

Di Fan

Keyword(s):

Supply Chain ◽

Stock Market ◽

Value Creation ◽

Distribution Channel ◽

Chain Process ◽

Market Reactions ◽

Content Type ◽

Creation Process ◽

Stock Market Reactions ◽

Value Creation Process

PurposeCurrent literature provides limited insights into the supply chain contexts within which e-commerce can create higher value for firms. To address this literature gap, this research explores the value potential, and thus value creation process, of e-commerce initiatives for supply chain distribution channel expansions.Design/methodology/approachUsing secondary data collected from multiple sources, this research conducted an event study to examine the stock market reactions to the announcements of e-commerce initiatives of Chinese firms.FindingsThe results indicate that the e-commerce initiatives increase average firm value by CNY 295.29 million in a three-day window around the initiative's announcement date. Moreover, we find that such stock market reactions are more positive for firms with poor operating performance, and more negative when firms deploy initiatives on their own (rather than third-party) platforms. Further, companies that integrate or complement their online sales with an offline sales channel experience more positive stock market reactions.Originality/valueThis study provides new insights into the value creation process of e-commerce from an operation and supply chain process perspective.

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Cross-cultural influences on e-value creation in supply chains

Supply Chain Management An International Journal ◽

10.1108/scm-03-2013-0074 ◽

2014 ◽

Vol 19 (2) ◽

pp. 187-199 ◽

Cited By ~ 12

Author(s):

Joshua M. Davis ◽

Carlo Mora-Monge ◽

Gioconda Quesada ◽

Marvin Gonzalez

Keyword(s):

Supply Chain ◽

Cultural Differences ◽

Value Creation ◽

Cross Cultural ◽

Business Systems ◽

National Cultures ◽

Content Type ◽

Creation Process ◽

Cross Cultural Differences ◽

Value Creation Process

Purpose – This paper seeks to report the results of an empirical study examining the influence of cross-cultural differences on the value creation process from e-business systems in the supply chain. Design/methodology/approach – A questionnaire was sent out to senior managers in companies operating in two culturally distinct national cultures. The effects of cross-cultural differences were examined by testing for between-group differences in the structural model using the multi-group partial least squares (PLS) statistical approach. Findings – Consistent with the resource-based view (RBV), contingency “fit” theory, and prior research, this study demonstrates that the value creation process from e-business systems is significantly enhanced in companies operating in national cultures that emphasize cooperation and interdependence, and promote group-level interests over individual interests. Originality/value – The mechanisms through which performance improvement is achieved from e-business systems are still not fully understood. Little is still known about how digital capabilities and environmental factors work together to influence e-business value creation along the supply chain. In addition, while contextual factors have been highlighted within the stream, the knowledge base is especially limited regarding the role of global factors in shaping the attainment of value from e-business systems in this context. Filling these gaps, this study simultaneously investigates the roles of intermediate capabilities and the macro-environment in creating value from e-business in the supply chain.

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Value creation through demand and supply chains: evidences from Spanish companies

Dirección y Organización ◽

10.37610/dyo.v0i61.500 ◽

2017 ◽

pp. 4-11

Author(s):

Alberto De la Calle ◽

María Elena Grus ◽

Esther Álvarez de los Mozos

Keyword(s):

Supply Chain ◽

Supply Chains ◽

Value Creation ◽

Production Capacity ◽

Demand And Supply ◽

Global Context ◽

Demand Chain ◽

Business Results ◽

Use Of Resources ◽

The Relationship

The global context in which companies operate nowadays is extremely complex. This fact pushes organizations to a continuous search of the best strategy that will enable them to stand out in the market. Supply Chain Management, in its dual concept of coordinated demand and supply chains, represents an excellent opportunity to enhance the competitive advantage of companies. In relation to the demand chain, it can help to improve the knowledge of the customers and their needs, to develop their capacities for innovation and response, as well as to differentiate their products. With respect to the supply chain, it will focus the attention on increasing the flexibility in production capacity and delivery of products and services with less use of resources. For this reason, this study proposes to analyze the relationship between value creation and business results in some Spanish companies through supply chain processes. In order to do so, it describes a transactional non-experimental research employing the Technological Innovation Panel Database (PITEC).

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Strategic Value Creation in a Supply Chain

Handbook of Research on Global Supply Chain Management - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-4666-9639-6.ch011 ◽

2016 ◽

pp. 186-204 ◽

Cited By ~ 2

Author(s):

Gowri Vijayan ◽

Nitty Hirawaty Kamarulzaman ◽

Aroop Mukherjee ◽

Selvakkumar K. N. Vaiappuri

Keyword(s):

Supply Chain ◽

Competitive Advantage ◽

Value Creation ◽

Value Chain ◽

Sustainable Supply Chain ◽

Value Chain Analysis ◽

Horizontal Integration ◽

Analysis Model ◽

Supply Chain Strategy ◽

Strategic Value

This chapter is designed to give the readers a concise understanding of supply chain strategies and the process involved in its formation. It is a background study on the changing role of supply chain in gaining competitive advantage for the firm. The chapter discusses on traceability and integration along a supply chain, its inception and the advantages to the corporate world through its implementation. The chapter focuses on the topic of value creation in a supply chain through strategic management decisions like vertical and horizontal integration. The value chain analysis model for competitive advantage is covered in this chapter. A discussion on the differences between vertical and horizontal integration systems and the best strategic decision among them is provided. The concepts of sustainable supply chain integration, traceability, and the limitations to their implementation have also been discussed. The best examples on practitioners of supply chain strategy and integration are provided along the chapter.

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Lean resilience: AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management

The International Journal of Logistics Management ◽

10.1108/ijlm-11-2020-0448 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Dmitry Ivanov

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Value Creation ◽

Operations Management ◽

Future Research ◽

Chain Management ◽

Content Type ◽

Digital Platforms ◽

Supply Chain Resilience ◽

Resilience Capabilities

PurposeSupply chain resilience capabilities are usually considered in light of some anticipated events and are as passive assets, which are “waiting” for use in case of an emergency. This, however, can be inefficient. Moreover, the current COVID-19 pandemic has revealed difficulties in the timely deployments of resilience assets and their utilization for value creation. We present a framework that consolidates different angles of efficient resilience and renders utilization of resilience capabilities for creation of value.Design/methodology/approachWe conceptualise the design of the AURA (Active Usage of Resilience Assets) framework for post-COVID-19 supply chain management through collating the extant literature on value creation-oriented resilience and practical examples and complementing our analysis with a discussion of practical implementations.FindingsBuilding upon and integrating the existing frameworks of VSC (Viable Supply Chain), RSC (Reconfigurable Supply Chain) and LCNSC (Low-Certainty-Need Supply Chain), we elaborate on a new idea in the AURA approach – to consider resilience as an inherent, active and value-creating component of operations management decisions, rather than as a passive “shield” to protect against rare, severe events. We identify 10 future research areas for lean resilience integrating management and digital platforms and technology.Practical implicationsThe outcomes of our study can be used by supply chain and operations managers to improve the efficiency and effectiveness by turning resilience from passive, cost-driving assets into a value-creating, inclusive decision-making paradigm.Originality/valueWe propose a novel approach to bring more dynamics to the notion of supply chain resilience. We name our approach AURA and articulate its two major advantages as follows: (1) reduction of disruption prediction efforts and (2) value creation from resilience assets. We offer a discussion on ten future research directions towards a lean resilience.

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Value Creation in Photovoltaic Supply Chain Through Market and Product Diversification: Insights From Emerging Building Integrated PV Segment

10.22492/issn.2189-1001.2020.5 ◽

2020 ◽

Author(s):

Marek Kryszak ◽

Lai Wang ◽

Fu-Lin Chu

Keyword(s):

Supply Chain ◽

Value Creation ◽

Product Diversification

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Multidimensional value creation through different reverse supply chain relationships in used clothing sector

Supply Chain Management An International Journal ◽

10.1108/scm-12-2018-0422 ◽

2019 ◽

Vol 24 (6) ◽

pp. 729-747

Author(s):

Rudrajeet Pal ◽

Erik Sandberg ◽

Manoj Kumar Paras

Keyword(s):

Supply Chain ◽

Knowledge Sharing ◽

Case Studies ◽

Value Creation ◽

Financial Incentives ◽

Extreme Case ◽

Relational Theory ◽

Reverse Supply Chain ◽

Content Type ◽

Multidimensional Values

Purpose This paper aims to purport deeper understanding of, and instigate theoretical elaboration to, multidimensional value created through different reverse supply chain (RSC) relationships. Design/methodology/approach By capturing the relationships (and their differences) constituted and embedded in three “extreme” case studies from global used clothing supply chain, the sources of multidimensional values are explored in line with Dyer and Singh’s (1998) relational theory. Findings In the RSC, when downstream relationships are typically more opportunistic, value is created using inter-personal ways of knowledge sharing and through use of informal safeguards. In contrast, the upstream RSC relationships are more symbiotic, and value is created through more seamless (and routinized) knowledge sharing practices, and additional use of more formal transaction-specific controls or financial incentives as safeguarding instruments. Research limitations/implications The use of consolidated case studies may affect the consistency in the findings presented. Another limitation relates to deriving propositions per each source presented in relational theory. Practical implications Practitioners particularly from industries whose global RSCs include different natures of relationships and multiple value incentives can be benefited through this study. Originality/value The paper extends the original sources of value creation prescribed in relational theory by contextualizing them in RSCs. It depicts how multidimensional values are created relationally by dyadic partners as the nature of relationship differs between upstream and downstream.

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