Resources and capabilities through the lens of value (co-) creation: a literature review

2016 ◽  
Vol 8 (3) ◽  
pp. 230-253 ◽  
Author(s):  
Alexandra França ◽  
João Ferreira
Keyword(s):  
Conceptual Model ◽  
Customer Value ◽  
Dynamic Capabilities ◽  
Conceptual Development ◽  
Empirical Studies ◽  
Theoretical Development ◽  
Superior Performance ◽  
Content Type ◽  
Resources And Capabilities ◽  
Critical Interpretation

Purpose Involving customers to create value is an important strategy for firms to compete, satisfy customized demands and gain competitive advantage. This potentially important alternate viewpoint for strategic management aims to widen avenues of business opportunities. Design/methodology/approach To date in the strategy discipline, profuse research has been undertaken to identify the typology of resources/capabilities that explain firm’s unique competitiveness and superior performance. However, very little research has been undertaken to explain how firms attempt to create customer value, how resources become valuable for customers maximizing benefits and how investments in dynamic capabilities allow the firm to (co) create value. This paper is intended as a contribution to the ongoing conceptual development of resources and capabilities (RC) through the lens of value co-creation and provides initial guidance for future empirical studies. Findings The authors organize and integrate the diverse body of past literature relating to RC and, in doing so, develop a synthesized conceptual model. A critical interpretation of previous literature relating to RC and co-creation reveals how little attention has been paid to these connections and what exists is only partial. Originality/value The authors develop a first initial constructing of the past theory which is subsequently refined and strengthened into a conceptual model advancing on theoretical development in the field.

Customer brand co-creation: a conceptual model

2015 ◽  
Vol 33 (6) ◽  
pp. 848-864 ◽  
Author(s):  
Cassandra France ◽  
Bill Merrilees ◽  
Dale Miller
Keyword(s):  
Conceptual Model ◽  
Conceptual Development ◽  
Theoretical Development ◽  
Content Type ◽  
Brand Knowledge ◽  
Brand Communities ◽  
Brand Engagement ◽  
Antecedents And Consequences ◽  
Research Propositions ◽  
The Impact

Purpose – The purpose of this paper is to develop conceptual understanding in the area of customer brand co-creation. The research considers the factors influencing customers to co-create and the impacts of customer co-creation on the brand. Design/methodology/approach – Theoretical development is progressed through conceptualisation of a series of research propositions which consider the antecedents and consequences of brand co-creation. Conceptualisation entails analysing and synthesising previous studies and reasoning new relationships between relevant concepts. Customer brand co-creation theory is improved by operationalizing the concept in a theoretical model. Findings – The Customer Brand Co-creation Model expresses the influence of brand engagement, self-congruity and involvement as antecedents to brand co-creation. Further, the model identifies the moderating effect of brand interactivity and brand communities. Finally, the model actualises the impact of brand co-creation upon brand value and brand knowledge. Research limitations/implications – The conceptual paper explores an emerging area of research interest. The study provides a level of clarity by defining the brand co-creation construct and developing several research propositions and a conceptual model for advancing knowledge of co-creation. Practical implications – The research provides new insight for brand managers who may be investing in co-creation programs and exposing their brand, but without understanding the impact of customer brand co-creation. Conceptual development of theory provides initial insight for practitioners and explores outcomes of co-creation. Originality/value – This work brings together disparate but highly relevant branding theories to progress the co-creation literature and improve understanding of the influence of co-creation upon the brand and customer.

Bifurcating the dynamic dominant logic: technical and evolutionary patterns of action

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chandra Dwipayana ◽  
Ruslan Prijadi ◽  
Mohammad Hamsal
Keyword(s):  
Structural Equation ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Superior Performance ◽  
Integrative Model ◽  
Equation Modeling ◽  
Content Type ◽  
Dominant Logic ◽  
Term Performance ◽  
Evolutionary Fitness

PurposeThis study proposed the integrative model of dynamic dominant logic (DL) with exploitation (EP) and exploration (ER) as a pattern of actions in endeavoring firm performance (FP). This study also intended to explain the multiple patterns of DL in creating technical and evolutionary fitness simultaneously.Design/methodology/approachThis study used a cross-sectional quantitative analysis of the Indonesian commercial banking population facing digital transformation and was analyzed using covariance-based structural equation modeling through parceling.FindingsThe model confirmed that DL positively affects EP and ER. It also revealed that DL indirectly impacts FP through EP, indicating changes in the traditional banking business through the strong acceptance of “new realities” in adapting to the rapid growth of technology. Hence, this study discovered that during the recent banking digital transformation, the beneficial inertia of the technical pattern of action might lose effectiveness in creating superior performance.Practical implicationsDL is vital in locking short-term performance while maintaining long-term performance opportunities through EP and ER to promote digital transformation. Accordingly, it induced banks to adopt new technology for value creation and fortifying competitive advantage.Originality/valueThis study provided a theory about how DL links the firm's decision-making process by promoting multiple patterns of action in achieving technical and evolutionary fitness. It highlighted the DL as a resource conceptualization that promotes resource development through EP and ER as microfoundation of dynamic capabilities during the tension of institutionalization and digital transformation.

Drivers, types and value outcomes of customer-to-customer interaction

2018 ◽  
Vol 28 (6) ◽  
pp. 710-732 ◽  
Author(s):  
Kristina Heinonen ◽  
Elina Jaakkola ◽  
Irina Neganova
Keyword(s):  
Customer Value ◽  
Empirical Studies ◽  
Service Research ◽  
Future Research ◽  
Content Type ◽  
Integrative Framework ◽  
Customer Interaction ◽  
Interaction Research ◽  
Practical Implications

PurposeCustomer-to-customer (C2C) interaction plays a significant role in service. The purpose of this paper is to identify the drivers that motivate customers to interact with other customers, the interactions through which customers affect other customers and the value outcomes of C2C interactions for the participants.Design/methodology/approachThe paper is based on a systematic literature review of C2C interactions. The authors analyzed 142 peer-reviewed articles to synthesize existing knowledge about C2C interactions. A generic value framework is used to categorize earlier research and reveal areas for further research.FindingsThe main outcome of this study is an integrative framework of C2C interaction that bridges C2C interactions and customer value. The findings indicate customer-, firm- and situation-induced drivers of C2C interactions. Outcome- and process-focused C2C interactions are identified to result in functional, emotional and social value outcomes. Avenues for additional research to explore issues related to current technology-saturated service settings are proposed.Research limitations/implicationsThe paper proposes an agenda for future research to extend the C2C interaction research domain and explore how such interactions create value for the customer. The role of the service provider is not explicitly addressed but is an important area for further research.Practical implicationsCompanies can use the framework to understand how they can become involved in and support beneficial C2C interaction.Originality/valueThis paper reviews empirical studies on C2C interaction, offering a systematic review of C2C interaction and producing an integrative framework of C2C interaction. It identifies a research agenda based on the framework and on topical issues within service research and practice.

Resources, capabilities and competitive advantage of minor export crops farms in Sri Lanka

2018 ◽  
Vol 28 (5) ◽  
pp. 478-502 ◽  
Author(s):  
Vilani Sachitra ◽  
Siong-Choy Chong
Keyword(s):  
Sri Lanka ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Process Management ◽  
Relationship Building ◽  
Future Research ◽  
Content Type ◽  
Resources And Capabilities ◽  
Physical Assets ◽  
Export Crops

Purpose The agribusiness sector has long been acknowledged as a major source of livelihood to many people in developing countries. Hence, determining the resources and capabilities influencing farm-level competitive advantage are vital to better understand and formulate appropriate strategies to increase the competitiveness ofminor export crops farms. This study aims to understand of the link between resources-capabilities-competitive advantage for appropriate measures to be recommended to enhance the competitive position of the smallholding farms. Design/methodology/approach This study adopts the resource-based view in combination with dynamic capabilities. The scope comprises owners of farms who possess experience in commercial cultivation of minor export crops in Sri Lanka. A self-administrated structured questionnaire was used to collect data. Findings Based on the responses from 456 farm owners, results of the multiple regression analysis indicate that variables representing resources such as human assets, physical assets, financial assets, institutional capital, collective action and entrepreneurial identity; and dynamic capabilities such as organisational learning, relationship building, quality management and marketing are significantly associated with competitive advantage of the minor export crops farms. Reputation and farm process management capability are the only two insignificant variables. Taken together, the resources and dynamic capabilities investigated explain 89.3 per cent of the variation in competitive advantage, in which 82 per cent is contributed by resources. Originality/value The findings provide useful insights not only in terms of understanding the link between resources, dynamic capabilities and competitive advantage but also how resources and capabilities can be channelled and leveraged to bring about competitive advantage to the minor export crops farms. Theoretical and practical implications as well as future research directions are provided.

Another failed M&A: misaligned business models as culprit

2017 ◽  
Vol 38 (5) ◽  
pp. 18-26
Author(s):  
Gaël Le Floc’h ◽  
Laurent Scaringella
Keyword(s):  
Customer Value ◽  
Multinational Enterprises ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Empirical Literature ◽  
Content Type ◽  
Recent Debate ◽  
Definition Of ◽  
Medium Enterprises

Purpose Literature on business models (BMs) has grown ve ry rapidly since the beginning of the twenty-first century, and although the theoretical and empirical literature has developed significantly, the number of practical and management-oriented studies remains relatively low. A recent debate in the field has focused on the definition of BM invariants: sensing customer needs, creating customer value, sustaining value creation and monetizing value. Extant empirical studies have mainly focused on multinational enterprises (MNEs) and successful BMs; however, this study concentrates on the failure of BMs in the case of small and medium enterprises (SMEs). An important source of a BM’s failure is the misalignment between MNE and SME involved in an acquisition. Design/methodology/approach Looking through the lens of the four BM constants, the aim of this study is to examine the case of the acquisition Domestic Heating (an SME) by Ventilair (an MNE). Findings Although both separate entities were achieving good results and each had a specific BM, the acquisition produced poor results mainly due to the misalignment of the two BMs. The findings lead the authors to make recommendations to practitioners on avoiding BM misalignment during an acquisition. Originality/value The authors encourage practitioners to enhance communication, promote organizational experiments, acknowledge specificities of both entities, foster employee commitment and ensure homogeneity in IT system usage.

scholarly journals Implementing Social Customer Relationship Management in Turbulent Environments: A Dynamic Capabilities Perspective

Webology ◽  
2021 ◽  
Vol 18 (SI03) ◽  
pp. 49-70
Author(s):  
Vu Minh Ngo ◽  
Quyen Phu Thi Phan ◽  
Hieu Minh Vu
Keyword(s):  
Social Media ◽  
Customer Relationship Management ◽  
Technology Use ◽  
Customer Value ◽  
Dynamic Capabilities ◽  
Relationship Management ◽  
Customer Relationship ◽  
Superior Performance ◽  
Turbulent Environments ◽  
Social Crm

Purpose: Despite the crucial contribution of social media on customer relationship management (CRM) strategies, how social CRM can be transformed into customer value, and economics returns for firms remain unexplored in the hospitality industry, especially in turbulent environments. As a new approach for dealing with both gradual and disruptive changes in the market, this study develops and tests the mediating role of dynamic capabilities in the social CRM - performance relationship. Methodology: Drawing on resource-based view and capabilities perspectives, a mixed methodology was applied. First, a survey was conducted to quantitatively test the proposed hypotheses using Structural Equation Modelling with PLS approach (PLS-SEM) on a sample consisting of 111 SEMs. Then, a qualitative fuzzy-set Comparative Analysis (fsQCA) was employed to look for the unique combinations of capabilities to achieve firms‟ superior performance. Findings: The outcomes indicated a mixture of expected and unexpected findings, including: (i) the direct effect of social CRM on firm‟s performance; (ii) Dynamic capabilities as the missing link between social CRM capabilities and firms‟ performance; (iii) the unique roles of social media technology use in the combinations with other capabilities for generating the best firms‟ performance. Originality: This study is among the few to consider the dynamic nature of the market when investigating how to implement Social CRM successfully. The insights and practical implications in this study can be useful for managers in SMEs whose desire is to build a dynamic system for improving customer value and firms‟ performance.

Service flexibility: conceptualizing value creation in service

2016 ◽  
Vol 26 (6) ◽  
pp. 868-888 ◽  
Author(s):  
Danilo Brozovic ◽  
Fredrik Nordin ◽  
Daniel Kindström
Keyword(s):  
Conceptual Model ◽  
Value Creation ◽  
Customer Value ◽  
Contextual Influences ◽  
Content Type ◽  
Starting Point ◽  
Service Oriented ◽  
Service Logic ◽  
The Subject ◽  
Practical Implications

Purpose The purpose of this paper is to analyze the subject-specific literature on service and flexibility and derive a conceptualization of the linkages between provider flexibility and customers’ value creation. Design/methodology/approach The authors analyze existing perspectives on service and flexibility and propose linkages between provider flexibility and customer value creation. Findings Drawing on the service logic literature, and utilizing real-world examples, this paper advances propositions and a conceptual model of how flexibility can contribute to value creation. Research limitations/implications This paper establishes the basis for a practical and applicable flexibility perspective on value creation. It is particularly important for service-oriented providers and other firms operating in dynamic contexts. Practical implications The propositions and conceptual model offer suggestions on the manner in which provider flexibility contributes to customer value creation. Contextual influences that moderate provider flexibility in value creation are also included. Originality/value This paper contributes a novel perspective on service, which may serve as the starting point for the development of a more formal flexibility perspective on value creation.

scholarly journals How do innovators stay innovative? A longitudinal case analysis

2018 ◽  
Vol 32 (1) ◽  
pp. 34-45 ◽  
Author(s):  
Sven Tuzovic ◽  
Jochen Wirtz ◽  
Loizos Heracleous
Keyword(s):  
Customer Value ◽  
Dynamic Capabilities ◽  
Knowledge Integration ◽  
Academic Research ◽  
Service Innovation ◽  
Annual Reports ◽  
Longitudinal Case Study ◽  
Cross Sectional ◽  
Content Type ◽  
Institutional Foundations

Purpose How can some companies be the innovation leader in their industry over prolonged periods of time, whereas others cannot? The purpose of this study is to understand a firm’s capability to be a successful serial innovator and to generate a constant stream of industry-leading innovations. Design/methodology/approach The paper uses a longitudinal case study approach to gain an understanding of what and how Singapore Airlines sustained service innovation for over 30 years. The study uses triangulation, whereby the core data from in-depth interviews with senior and middle management and frontline employees were complemented with academic research, case studies, annual reports, observations and archival documents. In total, 240 single-spaced pages of interview transcripts with over 130,000 words were analyzed and coded using MAXQDA for identifying repeated patterns of meaning. Findings The authors identified three key institutional foundations for service innovation: innovation climate (i.e. leadership and service culture), human capital (i.e. recruitment, training and development and engagement and incentives) and resource configurations (i.e. systems, structure and processes). These foundations enabled the organization to build the following four service innovation-related dynamic capabilities: embrace ambidexterity, institutionalize learning and knowledge integration, orchestrate collaboration and reinvent customer value. Interestingly, these institutional foundations and capabilities remained largely stable across 30 years; what changed were the contexts and specifics, not the foundations and capabilities. Research limitations/implications Data were collected only from one company. Because of the method of thematic analysis, the generalizability of the findings needs further investigation. Originality/value This study is the first to investigate the drivers of industry-leading sustained service innovation over a prolonged period of time. The proposed framework provides a fuller and more integrated picture of sustained service innovation than past cross-sectional studies.

Impact of Information Technologies, Corporate Entrepreneurship and Innovation on the Organizational Performance

2017 ◽  
Vol 8 (1) ◽  
pp. 32-48 ◽  
Author(s):  
Cláudia Sofia B. Pinho ◽  
João J. Ferreira
Keyword(s):  
Organizational Performance ◽  
Conceptual Model ◽  
Information Technologies ◽  
Conceptual Development ◽  
Corporate Entrepreneurship ◽  
Vital Role ◽  
Theoretical Development ◽  
Future Research ◽  
It Capabilities ◽  
It Integration

Information Technology (IT) capabilities play a fundamental role on process innovation and organizational performance. Likewise, corporate entrepreneurship (CE) plays a vital role in the improvement of performance, as the employees' profile is determinant for the success of these organizations. Previous literature relating to IT and CE reveals how little attention has been paid to relationship between these constructs, and what exists is only partial. This research conceptualizes the relationship between IT capabilities, CE, and innovation on the organizational performance. It is intended as a contribution to the ongoing conceptual development of this area and provides initial guidance for future empirical evidence. Thus, the authors advance a synthesized conceptual model in order to evaluate the influence of IT capabilities (IT flexibility, IT integration and IT alignment) to the CE process, through innovation on the organizational performance. The authors create an initial construction of the scenery grounded in past literature, which is refined and reinforced into a conceptual model advancing in theoretical development in the field. Some future research and implications are discussed.

Measuring customer value co-creation behavior

2017 ◽  
Vol 27 (5) ◽  
pp. 930-950 ◽  
Author(s):  
Aurelio Tommasetti ◽  
Orlando Troisi ◽  
Massimiliano Vesci
Keyword(s):  
Conceptual Model ◽  
Customer Value ◽  
Design Methodology ◽  
Future Research ◽  
Practical Application ◽  
Content Type ◽  
Dominant Logic ◽  
Measurement Framework ◽  
Information Research ◽  
Comprehensive Framework

Purpose In line with the precepts of service-dominant logic (SDL), the purpose of this paper is to devise a measurement framework of customer value co-creation practices during the service process. Design/methodology/approach Answering the call of McColl-Kennedy et al. (2012), the present study develops a general conceptual model for the measurement of customer value co-creation behavior, in line with the procedure elaborated by Churchill (1979). In particular, the paper focuses on the first stage of the protocol, corresponding to the specification of the domain of the construct. Findings The study shows that the scale for measuring behavioral processes in customer value co-creation has an implicit hierarchical structure based on eight activities to ensure adequate semantic coverage of the concept: cerebral activities, cooperation, information research and collation, the combination of complementary activities, changes in habits, co-production, co-learning, and connection. Moreover, the work highlights that the analysis of customer value co-creation behavior leads to three diverse steps of value co-creation and various levels of interaction. Originality/value By systematizing the construct of customer value co-creation behavior within a comprehensive framework, the conceptual model attempts to fill a gap evidenced by previous research in order to show that actions performed by users during the value co-creation process strictly conform to SDL assumptions. Moreover, the framework underpinning the practical application of SDL principles could benefit future practitioners and suggest interesting implications for future research.

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