Digital transformation and customer value creation in Made in Italy SMEs: A dynamic capabilities perspective

2021 ◽  
Vol 123 ◽  
pp. 642-656
Author(s):  
Michela Matarazzo ◽  
Lara Penco ◽  
Giorgia Profumo ◽  
Roberto Quaglia
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Made In ◽  
Dynamic Capabilities Perspective

scholarly journals Social Media use and value creation in the digital landscape: a dynamic-capabilities perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 313-343
Author(s):  
Aurora Garrido-Moreno ◽  
Víctor García-Morales ◽  
Stephen King ◽  
Nigel Lockett
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Media Use ◽  
Business Value ◽  
Customer Engagement ◽  
Social Media Use ◽  
Content Type ◽  
Social Media Tools ◽  
Dynamic Capabilities Perspective

PurposeAlthough Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.Design/methodology/approachA research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.FindingsThe results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.Practical implicationsThe results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managersOriginality/valueThis study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.

Dynamic capabilities, subnational environment, and university technology transfer

2016 ◽  
Vol 16 (1) ◽  
pp. 35-60 ◽  
Author(s):  
Changhong Yuan ◽  
Yang Li ◽  
Cristina O. Vlas ◽  
Mike W. Peng
Keyword(s):  
Technology Transfer ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Institutional Environment ◽  
Future Research ◽  
University Technology Transfer ◽  
Value Capture ◽  
University Technology ◽  
The University ◽  
Dynamic Capabilities Perspective

University technology transfer allows universities to extract benefits from their research. We examine how universities can create and capture value from their technology creation and technology commercialization efforts by embracing a dynamic capabilities perspective. Our longitudinal analysis involves 829 universities and 3908 university-year observations in 30 subnational regions (provinces) in China during a 6-year period. Our findings reveal (1) that universities create more ideas and capture more licensing value through dynamic management and active orchestration of assets, (2) that a developed factor market accelerates value creation and commercialization, and (3) that a developed institutional environment at the subnational level stimulates value creation but inhibits value capture. These interesting findings justify a dynamic capabilities perspective of the university technology transfer process while opening avenues for future research.

scholarly journals Consultants' Tools to Manage Digital Transformation

2021 ◽  
Vol 23 (4) ◽  
pp. 1-29
Author(s):  
Diana Claudia Cozmiuc ◽  
Richard Pettinger
Keyword(s):  
Value Creation ◽  
Digital Technology ◽  
Customer Value ◽  
Business Models ◽  
Digital Transformation ◽  
Maturity Stage ◽  
Instrumental Case Study ◽  
Service Business ◽  
Business Cases

Digital transformation since year 2010 has provided a huge worldwide market with digital consultants as top players. Digital transformation is a socio-economic phenomenon subject to lengthy surveys and actual cases on behalf of digital consultants between 2010-2020. By the end of the 2010s, digital transformation management has been reviewed in scientific journals. This is an instrumental case study about digital transformation at PWC, Siemens and Oracle as digital technology providers and consultants. Worldwide digital technology induces digital transformation with the purpose of value creation, motivating companies. Digital consultants are top players. Digital transformation frameworks and digital maturity studies show the dimensions, stages and scales of digital transformation. Roadmaps, programs, projects guide the specific steps from one maturity stage to the target. Business cases are used to compute customer value. Customer value is stipulated in customer contracts in as a service business models. Digital transformation solutions are marketed using these tools.

scholarly journals Consultants' tools to manage digital transformation - the case of PWC, Siemens and Oracle

2021 ◽  
Vol 23 (4) ◽  
pp. 0-0
Keyword(s):  
Value Creation ◽  
Digital Technology ◽  
Customer Value ◽  
Business Models ◽  
Digital Transformation ◽  
Maturity Stage ◽  
Instrumental Case Study ◽  
Service Business ◽  
Business Cases

Digital transformation since year 2010 has provided a huge worldwide market with digital consultants as top players. Digital transformation is a socio-economic phenomenon subject to lengthy surveys and actual cases on behalf of digital consultants between 2010-2020. By the end of the 2010s, digital transformation management has been reviewed in scientific journals. This is an instrumental case study about digital transformation at PWC, Siemens and Oracle as digital technology providers and consultants. Worldwide digital technology induces digital transformation with the purpose of value creation, motivating companies. Digital consultants are top players. Digital transformation frameworks and digital maturity studies show the dimensions, stages and scales of digital transformation. Roadmaps, programs, projects guide the specific steps from one maturity stage to the target. Business cases are used to compute customer value. Customer value is stipulated in customer contracts in as a service business models. Digital transformation solutions are marketed using these tools.

A MULTI-FACETED EXAMINATION OF THE EXPORT PRODUCT ADAPTATION—CUSTOMER VALUE CREATION RELATIONSHIP

2018 ◽  
Vol 2018 ◽  
pp. 1212-1212
Author(s):  
Eleni Tsougkou ◽  
◽  
John W. Cadogan ◽  
Ian R. Hodgkinson ◽  
Jοãο S. Oliveira ◽  
...  
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Export Product

scholarly journals Dynamic Capability and Open-Source Strategy in the Age of Digital Transformation

2021 ◽  
Vol 7 (3) ◽  
pp. 175
Author(s):  
Nobuyuki Fukawa ◽  
Yanzhi Zhang ◽  
Sunil Erevelles
Keyword(s):  
Operating System ◽  
Open Source ◽  
Customer Value ◽  
Big Data Analytics ◽  
Idea Generation ◽  
Network Size ◽  
Digital Transformation ◽  
Mobile Technologies ◽  
Dynamic Capability ◽  
Digital Platforms

Today, Industry 4.0 technologies, such as Big Data analytics and mobile technologies, are forcing firms to seek new ways to create and deliver customer value. We argue that the Android project, one of the most successful open-source digital platforms, reflects a new business model in the age of digital transformation. In the Android community, application developers create and sell applications for the Android operating system provided by the open-source firm (Google), and share the profit with Google. Such an open-source strategy forces the open-source firm to give up the profits from selling the operating system to customers. A firm generally chooses an open-source strategy to increase its user network size. Using the concept of creative intensity, or the speed of idea generation, we offer a new explanation regarding the benefits of an open-source strategy in the age of digital transformation. We investigate how to enhance creative intensity and profit on the open-source digital platform. Our model suggests that an open-source strategy effectively manages the diminishing value of ideas and, thus, facilitates the dynamic capability of an open-source firm.

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