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

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.

Linking and leveraging resources for innovation and growth through collaborative value creation: A study of Indian OSPs

© 2016, Springer Science+Business Media New York. How do knowledge-intensive and technology-based service providers from emerging economies sustain their innovation to grow rapidly and become dominant global players in their fields? We explain this recent phenomenon for a sample of offshore service providers (OSPs) from India by drawing from the collaborative value creation theoretical perspective and Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) resource “linking and leveraging” concepts. This paper shows that OSPs from India develop high quality relationships to enable them access and exploit network resources in delivering customized and innovative services to clients globally. The findings of this research provide further evidence that Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) internationalization framework of emerging economy multinational enterprises can be generalized to service providers.

Linking and leveraging resources for innovation and growth through collaborative value creation: A study of Indian OSPs

© 2016, Springer Science+Business Media New York. How do knowledge-intensive and technology-based service providers from emerging economies sustain their innovation to grow rapidly and become dominant global players in their fields? We explain this recent phenomenon for a sample of offshore service providers (OSPs) from India by drawing from the collaborative value creation theoretical perspective and Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) resource “linking and leveraging” concepts. This paper shows that OSPs from India develop high quality relationships to enable them access and exploit network resources in delivering customized and innovative services to clients globally. The findings of this research provide further evidence that Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) internationalization framework of emerging economy multinational enterprises can be generalized to service providers.

Linking and leveraging resources for innovation and growth through collaborative value creation: A study of Indian OSPs

© 2016, Springer Science+Business Media New York. How do knowledge-intensive and technology-based service providers from emerging economies sustain their innovation to grow rapidly and become dominant global players in their fields? We explain this recent phenomenon for a sample of offshore service providers (OSPs) from India by drawing from the collaborative value creation theoretical perspective and Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) resource “linking and leveraging” concepts. This paper shows that OSPs from India develop high quality relationships to enable them access and exploit network resources in delivering customized and innovative services to clients globally. The findings of this research provide further evidence that Mathews’ (Asia Pacific Journal of Management, 23(1):5–27, 2006a) internationalization framework of emerging economy multinational enterprises can be generalized to service providers.

A Method for Building Service Process Value Model Based on Process Mining

With the emergence and development of servitization, more and more enterprises are turning from product focus to service focus. Service is customer-oriented, and driven by customer requirements. Value is the goal pursued by all actors in the service. In order to analyze the mechanism of multi-actor collaborative value creation in the service process, this paper proposes a method for building a service process value model, based on process mining. Driven by the raw data and an event log of service activities and processes in the real world, stored in the service system, the method uses process mining techniques and combines domain knowledge to describe the construction steps of the service process value model at the conceptual level. We focus on the specific processes and activities in the service, and mainly consider the value creation of the activity. The model proposed in this paper aims, to reflect how service actors co-create value in the actual execution of service processes, and to help service actors achieve their value goals. We use a case study inspired by an industrial case to validate our idea. Moreover, we develop a new plug-in, based on the α-algorithm for ProM, to realize the model construction in the case study.

Transformational Collaboration for the SDGs: The Alianza Shire’s Work to Provide Energy Access in Refugee Camps and Host Communities

The potential for achieving transformation through partnerships is central to the 2030 Agenda for Sustainable Development. However, information on experiences that explore the processes that might generate systemic change is generally lacking. This article uses the Collaborative Value Creation (CVC) framework to analyze the transformational prospects of the Alianza Shire, the first multi-stakeholder partnership for humanitarian action in Spain. The partnership, which aims to develop innovative energy access solutions in refugee camps situated in the Shire region of northern Ethiopia is assessed from its creation in 2014 to the present with regard to four key partnership features: organizational engagement, resources and activities, partnership dynamics and impact. Our findings suggest that while the CVC framework is a useful tool for analyzing the evolution of a partnership to a transformative phase, additional information is required on the important role played by a partnership facilitator in assisting this process. This inquiry aims to build upon the CVC analysis by identifying and addressing some of the barriers faced by the Alianza Shire and other partnerships in attaining transformational outcomes and proposing two key enablers that can assist progression towards this: a facilitating organization that ensures the creation of collaborative shared value and an aspirational strategy for achieving significant systemic change.

Collaborative Value in Public and Nonprofit Strategic Alliances: Evidence From Transition Coaching

The value created by public–nonprofit (PNP) alliances often emphasizes public sector service delegation to nonprofits, but public and nonprofit organizations often seek to create shared social value with alliances, particularly in sectors where there is coproduction. To better understand shared social value, we apply the Collaborative Value Creation (CVC) framework to investigate value creation in the Transition Coaching sector—nonprofit organizations that provide support to high school students as they transition to college. We interview public and nonprofit executives and staff and find that nonprofits seek resources to help navigate complex bureaucratic public structures related to private client information and centralizing bureaucratic information. We also find shared public and nonprofit value in improving client navigation, knowledge sharing within public bureaucratic structures, and capacity building. Future scholarship should develop the potential for reduced bureaucratic frictions as a point of shared value in PNP alliances.