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Value co-creation as practice: On a supplier's capabilities in the value generation process
Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
2010 (English)Doctoral thesis, monograph (Other academic)
Abstract [en]

How can suppliers contribute to their customers’ value creating processes? Although this question is crucial for firms’ collaboration with customers and for their competitiveness, it is not clear how firms co-create value with their customers. Research on value co-creation has increased notably the last years. However few empirical studies have been conducted on how value is co-created in the day-to-day activities. Therefore this thesis addresses value co-creation with a strategy-as-practice perspective. The strategy-as-practice enables to link micro-level activities with the structures in which they are carried out as well as the strategic outcomes they lead to.

In order to understand the process of value co-creation, a supplier and four customer companies are studied. The empirical context is a technical knowledge-intensive business service company providing its competence in product development and operating in a highly competitive environment. Focus is put on how the supplier’s processes fulfil customers’ requirements and expectations. The notion of value-in-use from the service logic forms a starting point in the analysis of customer’s requirements. Dynamic capabilities in the strategy field is used to analyse the supplier’s processes.

Based on interviews, annual reports, observations and workshops, the empirical material indicates that the supplier’s processes play a crucial role for the customer. The findings in this thesis show that value-in-use is a contextual and compound concept that can take different forms as “values-in-use”, “postpone value” and “value-after-use". Understanding customers’ value-in-use requires an open dialogue between the customer and the supplier. In this sense, processes that help capture the more intangible and unconscious parts of a relationship, and the roles the parties take during the process are necessary. A finding in this thesis is that culture enhances certain processes at the expense of others. Another finding is that dynamic capabilities need to be more than well-performed processes in order for the customer to differentiate the firm from competitors. Dynamic capabilities necessitate the combination of smooth processes, understanding of customers’ value-in-use as well as managerial skills in order for the supplier to co-create value, and this in a competitive way.

Place, publisher, year, edition, pages
Jönköping: Jönköping International Business School , 2010. , 231 p.
Series
JIBS Dissertation Series, ISSN 1403-0470 ; 68
Keyword [en]
Value co-creation, value-in-use, dynamic capabilities, supplier-customer relationships
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-14686ISBN: 978-91-86345-16-7 (print)OAI: oai:DiVA.org:hj-14686DiVA: diva2:399416
Public defence
2011-01-21, Jönköping handelshögskolan, 13:00 (English)
Opponent
Supervisors
Available from: 2011-02-22 Created: 2011-02-22 Last updated: 2011-02-22Bibliographically approved

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CiteExportLink to record
Permanent link

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Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf