Swarm-Based Coordination of Business Networks: An Approach for Collaborative Value Creation of Innovative Goods and Services

2010 ◽  
Author(s):  
Henrik Ickler ◽  
Ulrike Baumoel
Keyword(s):  
Value Creation ◽  
Business Networks ◽  
Goods And Services ◽  
Collaborative Value Creation

scholarly journals Co-Production on the Web: Social Software as a Means of Collaborative Value Creation in Web-based Infrastructures

2007 ◽  
Vol 7 ◽  
pp. 340-345
Author(s):  
Tassilo Pellegrini
Keyword(s):  
Citizen Participation ◽  
Value Creation ◽  
Business Models ◽  
Service Providers ◽  
Social Software ◽  
Web Based ◽  
Goods And Services ◽  
Collaborative Value Creation ◽  
Web Social ◽  
The Web

The concept of co-production was originally introduced by political science to explain citizen participation in the provision of public goods. The concept was quickly adopted in business research targeting the question how users could be voluntarily integrated into industrial production settings to improve the development of goods and services on an honorary basis. With the emergence of the Social Software and web-based colla-borative infrastructures the concept of co-production gains importance as a theoretical framework for the collaborative production of web content and services. This article argues that co-production is a powerful concept, which helps to explain the emergence of user generated content and the partial transformation of orthodox business models in the content industries. Applying the concept of co-production to developmental policies could help to theorize and derive new models of including underprivileged user groups and communi-ties in collaborative value creation on the web for the mutual benefit of service providers and users.

Business-to-Business Networks

2011 ◽  
pp. 121-128
Author(s):  
Sean Eom
Keyword(s):  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Business Networks ◽  
Organizational Boundaries ◽  
Workflow Systems ◽  
Goods And Services ◽  
Other Information ◽  
Trading Partners ◽  
Share Data ◽  
Business To Business

Business-to-business networks in a broadest sense are inter-organizational systems (IOSs). In the literature, the term IOSs and inter-organizational information systems (IOISs) are often used interchangeably. An inter-organizational system (IOS) is an information and management system that transcends organizational boundaries via electronic linkages with its trading partners to share data, information, and business applications. It provides the capabilities of electronic transactions including buying and selling goods and services, and also facilitates communications and decision making to increase efficiency, effectiveness, competitiveness, and profitability for participating organizations. The electronic linkage is established by the Internet, extranets, intranets, groupware, electronic data interchange (EDI), workflow systems, mobile communication technologies, and other information and communication technologies.

scholarly journals New value creation in business networks: The role of collective action in constructing system-level goals

2017 ◽  
Vol 67 ◽  
pp. 122-133 ◽  
Author(s):  
Juri Matinheikki ◽  
Teemu Pesonen ◽  
Karlos Artto ◽  
Antti Peltokorpi
Keyword(s):  
Collective Action ◽  
Value Creation ◽  
System Level ◽  
Business Networks

scholarly journals Digitalized Interactive Platforms: Turning Goods and Services into Retail Co-Creation Experiences

2019 ◽  
Vol 11 (1) ◽  
pp. 18-23
Author(s):  
Venkat Ramaswamy ◽  
Kerimcan Ozcan
Keyword(s):  
Decision Making ◽  
Value Creation ◽  
Digital Technologies ◽  
Informational Content ◽  
Multiple Channels ◽  
Goods And Services ◽  
Hybrid Delivery ◽  
Retail Managers ◽  
The Individual ◽  
Human Actors

AbstractWith the rise of digital technologies, retailing has become a field of value co-creation. Rather than selling readymade products and services, retailers now offer means for creating value together with their customers through manifold interactions. To enable co-creation, they need to develop digital interactive platforms (DIPs) around retail-related activities. Typically, individuals engage with a retail DIP offering in their particular contexts of interactions with apps or similar components. By delving deeper into the nature of the individual interactions, hidden and untapped sources of value can be revealed. Shoppers get more engaged, and retail managers gain more insights and can design ecosystems that allow a more effective creation of “all-win more” outcomes in more profitable ways. To be successful, retailers need to incorporate a broader view of value creation into their operations. They will be successful with hybrid-delivery systems in which consumers can use a range of interface technologies across multiple channels. Being able to interact with informational content, human actors, and technical resources at different stages of the decision making and shopping process will enable rewarding shopping experiences for customers and retailers alike.

Business Process and Value Delivery Modeling Using Possession, Ownership, and Availability (POA) in Enterprises and Business Networks

2014 ◽  
Vol 30 (2) ◽  
pp. 5-47 ◽  
Author(s):  
Christian Vibe Scheller ◽  
Pavel Hruby
Keyword(s):  
Business Process ◽  
Value Creation ◽  
Expressive Power ◽  
Economic Resources ◽  
Business Networks ◽  
Enterprise Information ◽  
Economic Resource ◽  
Enterprise Information Systems ◽  
Economic Agents ◽  
Model Driven

ABSTRACT This paper describes a metamodel and notation for value delivery business process modeling, describing value delivery as flows of possession, ownership, and availability of economic resources between economic agents, value creation, and consumption, and a transfer of resources between agents' repositories. The motivation of the solution was to refine the REA ontology by replacing the generic concept of change in an economic resource with more specific concepts of change in ownership, change in possession, and change in the availability of an economic resource. The concepts of possession and ownership map directly to the same concepts in property law. The expressive power of the POA model covers traditional accounting, the REA ontology, and value networks. A POA model has the graphical notation and semantic precision that is required for model-driven design of ERP applications, supply chain applications, and enterprise information systems.

Global Integrated Supply Chain Implementation

2008 ◽  
pp. 3243-3249 ◽  
Author(s):  
Margaret L. Sheng
Keyword(s):  
Supply Chain ◽  
Change Management ◽  
Business Process ◽  
Value Creation ◽  
Emerging Technologies ◽  
Process Integration ◽  
Business Value ◽  
Business Process Integration ◽  
Goods And Services ◽  
Integrated Supply Chain

Supply chain functions must operate in an integrated manner in order to optimize performance. However, the dynamics of the organization and the market make this challenging. In particular, the procurement function is a crucial link between the sources of supply and the organization. With most organizations spending at least one-third of their overall budget to purchase goods and services, procurement holds significant business value. Emerging technologies, especially e-procurement, are promising to change the picture of traditional procurement processes. However, the implementation of e-procurement is facing significant reengineering and change management challenges. This study identifies four main challenges in e-procurement implementation: business process integration, technological issues, value creation, and change management. The major challenge among them is change management. Critically, leadership is one of the primary requirements to make the change successfully.

Alternate Techniques to Chart Practicality in Organizations

2018 ◽  
pp. 334-352 ◽  
Author(s):  
Mambo G. Mupepi ◽  
Jean C. Essila ◽  
Abigail Opoku Mensah ◽  
Sylvia C. Mupepi
Keyword(s):  
Emotional Intelligence ◽  
Social Construction ◽  
Change Management ◽  
Division Of Labor ◽  
Value Creation ◽  
Creation Process ◽  
Goods And Services ◽  
Innovative Thinking ◽  
Management Techniques ◽  
Value Creation Process

The discourse presented in this chapter is about alternative change management techniques hinged on pragmatic social construction ontology to champion productivity. All companies are designed and up-shoot specific goals. In those entities, talented individuals can be hired to play exact roles in the production of goods and services valued by customers. In addition, they collaborate to enhance explicit understanding needed in triumphant businesses. Data available show that corporations that prioritize activities by re-engineering the division of labor and comprehending emotional intelligence in organization yield increased outputs. The new specialists can define the explicitness critical to optimization of production and minimization of liabilities and typify that practice makes perfect in supporting extraordinary performance. Dividing work in the value-creation process enables innovative thinking to happen. The structure should be assessed and evaluated to match talents to tasks and to use the comparatives to advance team play necessary to win.

VALUE APPROPRIATION AND INNOVATION COLLABORATION DYNAMICS: A REVIEW AND RESEARCH AGENDA

2021 ◽  
Author(s):  
JIALEI YANG ◽  
PIA HURMELINNA-LAUKKANEN ◽  
ARUSHI SHARMA ◽  
MIKA WESTERLUND
Keyword(s):  
Value Creation ◽  
Text Analysis ◽  
Innovation Management ◽  
Analysis Method ◽  
Value Appropriation ◽  
Proper Understanding ◽  
Collaborative Value Creation ◽  
Collaboration Dynamics ◽  
Conceptual Foundations

Contemporary innovation management studies on collaboration dynamics and value appropriation lack coherent theoretical articulations and underlying conceptual foundations. It is challenging to manage collaborative value creation without a proper understanding of the dynamic connections between collaboration for and appropriation of innovation. This study conducts a systematic literature review to uncover the dynamic connections between innovation-related value appropriation and collaboration. Topic modelling, a machine-learning-based text analysis method, is applied to a corpus of 270 scholarly articles to uncover relevant elements. Additionally, 77 articles are selected for an in-depth content analysis to examine the elements in a more detailed manner. With these steps, the study contributes to the literature by illustrating and elaborating the role of dynamics of collaboration in value appropriation, and vice versa.

The “Interacted” actor in platformed networks: theorizing practices of managerial experience value co-creation

2020 ◽  
Vol 35 (7) ◽  
pp. 1165-1178 ◽  
Author(s):  
Venkat Ramaswamy ◽  
Kerimcan Ozcan
Keyword(s):  
Value Creation ◽  
Developmental Change ◽  
Interactive System ◽  
Business Networks ◽  
Business World ◽  
Content Type ◽  
Mixed Network ◽  
Business Efficiency ◽  
The Individual ◽  
Managerial Experience

Purpose The purpose of this paper is to conceptualize the “interacted” actor and connect it with practices of managerial value creation in an interactive business world. In doing so, it accounts for the interactive agency of actors via dynamics of the creational process across increasing technological “platformization” of interactions of heterogeneous (human and non-human) sociomaterial entities. Design/methodology/approach The study discusses a foundational theoretical framework of a co-creation paradigm (CCP) while connecting it with recent industrial marketing and purchasing (IMP) literature on mixed network and system ontology. It then elaborates on conceptual research contributions and key business management implications in advancing IMP studies through CCP. Findings The framing of interactional flows across interactive system environments in business networks is related to both stability and developmental change in the enactment of creation via interactive agencies-structures in the ongoing pursuits of both business efficiency and innovation of value creational opportunities. Practical implications By effectively configuring platformed networked interactions of experience value creation in their business contexts, managers (and stakeholding individuals in general) can better cope with the complexity of interactivity and interdependencies. Originality/value Managerial experience value co-creation through CCP builds on the IMP tradition by explicitly recognizing actors, in addition to activities and resources as being interactively defined. Because the relational logics are applicable at varying levels of scale across system-environment boundaries, it can be applied at both the individual and company levels or more generally at any level of agglomeration.

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