共享服务系统体验价值共创行为的影响因素

由于共享经济的发展和信息技术的进步,共享服务系统中的共创行为变得越来越容易实现,消费者与企业协作共创价值成为新的发展趋势。在消费者需求和共享行为都不断变化的情况下,如果共享服务供应商不清楚何种因素能够加速消费者价值共创行为的生成,则会影响共创价值实现。基于服务主导逻辑的理论,构建共享服务系统体验价值共创行为及其影响因素的理论模型。依据收集的450份有效问卷,对数据进行分析后发现,共享服务系统中感知利益、感知信任和社会可持续性通过互动协作(价值共创过程)对顾客体验价值产生影响,顾客体验价值对顾客的价值共创行为意向产生影响。研究结果表明,顾客参与共创动机中的效益动机和信任动机显著正向影响互动协作,互动协作显著正向影响体验价值和共创行为意向,而体验价值在互动协作和共创行为意向之间起到显著部分中介作用。共享服务提供方和产品制造方应多从顾客视角考虑其效益需求和信任需求,定位顾客需求和偏好,提供更有吸引力和说服力的商品与服务,使顾客感知到更多的收益,并形成较高信任度;提升与顾客的互动水平,建立顾客对服务方的好感,激发顾客更多的主动交互行为、参与行为和个人创新行为;重视资源的整合、分配和调动,实行以顾客驱动为核心的开放创新模式;招募优质用户,通过倾听和观察了解其价值主张,促进价值共创行为的生成,改善共享服务系统的整体服务质量。     

Exploring the need for (extreme) speed: motivations for and outcomes of discontinuous NPD acceleration

ABSTRACT

New product development (NPD) speed is an important concern for firms in today’s fast-paced economy. While existing literature has focused on continuous NPD speed improvements, this paper explores discontinuous NPD acceleration, or dramatic reductions in development time relative to firms’ normal NPD cycles. Across two studies, the authors interview managers to develop a typology of strategic motivations for discontinuous NPD acceleration, followed by a survey of 218 NPD managers to validate the typology and identify important differences across firm types, including those in new product performance, innovation levels, and configurations of organisational characteristics. The results suggest that discontinuous NPD acceleration is most profitable when firms are proactive and have specific configurations of culture, capabilities, and structure. The authors also discuss implications for theory, practice, and future research.     

How Knowledge Management Capabilities Help Leverage Knowledge Resources and Strategic Orientation for New Product Advantages in B-to-B High-Technology Firms

ABSTRACT

Purpose: Current understanding of how new product development (NPD) teams use knowledge management capabilities to acquire, disseminate, and apply knowledge resources to achieve competitive advantages is limited by a lack of compelling theory supported by empirical evidence. This study provides a theoretical framework and empirical validation for how an NPD team manages knowledge resources and strategic orientation to enhance its knowledge management capabilities, which, in turn, lead to business-to-busienss (B-to-B) new product advantages.

Methodology/approach: A total of 100 sets of data was collected from B-to-B firms in U.S. high-tech industries. In order to validate the proposed hypotheses, we estimated the main effects using path analysis in AMOS, and tested for interaction effects using interaction term regressions.

Findings: Our findings show that the two dimensions of NPD knowledge management capabilities—acquisition and application—are important but differential drivers of product quality superiority and product differentiation. In testing whether NPD management capabilities matter for two product advantage constructs, we confirmed that product quality superiority can be enhanced by both NPD knowledge acquisition and application capabilities, whereas product differentiation can be increased strongly by NPD knowledge acquisition capabilities.

Research implications: Our research confirms the importance of strategic orientation as a driver of NPD knowledge management capabilities, which enhances understanding of how strategic factors operate under a resource-based view. Our results further provide direct empirical support for the knowledge-based view of firms, in that an NPD team’s abilities to manage and deploy knowledge-based resources by acquiring and applying NPD knowledge lead to competitive advantages, for outcomes of quality superiority and differentiation.

Practical implications: Our findings have relevance for managers in three ways. First, NPD knowledge acquisition and application capabilities have differential impacts on product quality superiority and differentiation. Second, in exploring NPD resource factors as antecedents, managers should manage levels of NPD market intelligence, resource tacitness, and NPD resource deployment differentially to directly improve NPD teams’ acquisition and application capabilities. Third, managers should not underestimate the importance of market and technological orientations in enhancing NPD knowledge management capabilities. Market orientation drives both NPD knowledge acquisition and application capabilities; technological orientation drives NPD knowledge application capabilities. Originality/value/contribution of the paper: An NPD team’s knowledge management capabilities generally, but differentially, mediate the relationships of knowledge resources and strategic orientation factors with new product competitive advantage. However, simply enhancing NPD knowledge management capabilities is not a panacea for developing product competitive advantage in B-to-B settings, because of their differential effects.     

跨境电商消费者参与价值共创对品牌偏好的影响

跨境电商是全新的贸易和销售方式,直接面对世界各地不同背景和多元化的的消费者。这些消费者具有个性化的消费需求与独特的创造愿望,能够为企业提供丰富的创意资源。通过价值共创提升消费者的品牌偏好成为了跨境电商领域的热点问题。文章从产品设计与产品营销两个阶段、创意共创与创意选择两大体系,建立了跨境电商消费者参与价值共创的四种类型对品牌偏好的影响模型,并展开实证研究。研究结果表明,创意选择体系主要影响品牌识别,创意共创体系主要影响品牌形象,品牌认知和品牌形象都有助于提升消费者对品牌的偏好。     

Assessing co-creation based competitive advantage through consumers’ need for differentiation

The extant literature analysing the impact of value co-creation on consumers' need for differentiated products is sparse, so the present study examines the role of consumers' need for differentiation in relating value co-creation with consumers' word-of-mouth to foster competitive advantage. Specifically, we investigate the effects of innovation differentiation and market differentiation on micro businesses' abilities to co-create value and generate positive word-of-mouth, which ultimately helps them sustain their revenues. We collect data from a sample of 196 female consumers who participated in the co-creation process used in the micro businesses to design trendy apparel. We use structural equation modelling to test the hypotheses. Having a strong desire for differentiation in their dresses, these consumers invest their resources and capabilities in designing their own apparel. The results show that value co-creation not only leads to consumers’ need for differentiated products (enabling the differentiation strategy), but also results in negative word-of-mouth. More particularly, value co-creation leads to differentiated offerings but consumers desirous of possessing unique products do not spread positive words about the professional designer. As a result, sustaining economic development in emerging economies dominated by micro and small businesses is still a big challenge.     

An investigation of the black-box supplier integration in new product development

This research examines black-box supplier integration in new product development (NPD). A model and several hypotheses are proposed to study the relationship between product task characteristics (importance and complexity), supplier integration, and product performance. Data from 136 U.S. high-tech firms were used to test the hypotheses. Results suggest that assessing the importance and complexity of NPD tasks is critical to the implementation of supplier integration innovation strategy. Firms are likely to perform NPD tasks that are related to firms' core competencies in-house. They tend to externalize complex tasks to suppliers in order to utilize suppliers' resources and to increase NPD speed. The black-box supplier integration influences the speed to market. However, it is more effective on speed to market when technology uncertainty is low than when technology uncertainty is high.     

THE ROLE OF LOGISTICS IN NEW PRODUCT DEVELOPMENT

For many firms, a program of successful new product development (NPD) projects is critical to overall company strategy. However, the role of logistics in NPD has rarely been researched. The purpose of this paper is to empirically test the relationship between logistics involvement in new product development and improvements in NPD project performance and NPD logistics performance. Senior logistics managers in manufacturing firms in the United States were surveyed to test these relationships. The analysis demonstrated NPD project performance and NPD logistics performance improved with the involvement of logistics in NPD.     

Market-Oriented New Product Design of Functional Orange Juice Beverages: A Qualitative Approach

Abstract

The functional beverages category is considered one of the most significant drivers of new product development (NPD) in recent years. Fifteen in-depth interviews and three focus groups were held between February and March 2003 to identify the most important attributes influencing consumers' purchase decisions for orange juice, and to explore consumers' attitudes towards existing and new functional orange juice beverages. The results suggested that functional food and beverage manufacturers should place a greater emphasis on the base product when evaluating new product concepts. This study highlighted the key role of qualitative research in facilitating the integration of consumers with the concept stage of the NPD process.     

基于层次模型的消费者生成内容动机研究

随着W eb2.0技术的发展,越来越多的消费者参与网络社区或平台生成各种各样的内容,但是理论界对于消费者生成内容的动机了解还不够全面。本文在借鉴动机理论研究成果的基础上,构建了消费者生成内容动机的层次模型,并以层次模型为基础,对现代企业构建参与式商务模式提出了几点建议。     

Value co-creation in industrial cities: a strategic source of competitive advantages

This study proposed and tested comprehensive value co-creation activities and assessed its impact on creating value and building competitive advantages with the aim of developing a comprehensive framework for value co-creation process. Specifically, the study developed, and empirically tested, Prahalad’s and Gebauer’s et al. five activities of co-creation and explored the relationship between the new comprehensive value co-creation activities, co-creation value and competitive advantages in industrial cities. A structural equation modelling is employed to test the hypothesised relations. The data used were collected from 221 Egyptian manufacturing firms across different industries. Findings suggested the presence of a positive relationship between the activities of value co-creation (namely: partner engagement, co-reflection and co-recovery) and co-creation of value. Interesting findings revealed that self-service and co-design were not found to have an impact on co-creation of value. In addition, co-creation value positively impacts competitive advantages. This study provides guidelines for management practices within firms seeking to develop their capabilities and deliver superior value.     

A Neural Network for Predicting Manufacturers' Perceived Cooperation with Distributors in the New Product Development Process

ABSTRACT

This research has two objectives. The first is to develop a conceptual neural network for studying manufacturer-distributor cooperation in the new product development (NPD) process and to compare the neural network directly with the traditional multiple regression. The second objective is to examine the relative importance of the antecedents of manufacturer-distributor cooperation. Data from 295 U.S. manufacturing firms are used to test the neural models. The study demonstrates that neural network analysis is a good method predicting manufacturer-distributor cooperation in the NPD process. The results also show that the ranking of antecedents of manufacturer-distributor cooperation from most to least important is: relative dependence, shared values, communication, commitment, and trust. Implications for NPD managers are offered at the end of the paper.     

情境因素对网络社群中消费者生成内容行为的影响研究——以IT产品消费为例

Web2.0技术的发展,使得消费者可通过在线网络或社区自由地生成内容,但少有研究关注情境因素对消费者生成内容行为的影响。本文通过从现有网络消费者社群中收集数据,采用客观度量的方式,研究了情境因素对消费者生成内容行为的影响。结果表明,消费者生成内容行为受到激励、标识、地位、知识和声望的影响。更具体地说,与无激励相比,消费者在有激励的条件下,对其他消费者的问题响应更加及时,响应的平均速度也更快,生成内容所含信息量更多;网络社群团队成员标识和级别地位都对消费者生成内容的频率及信息量产生正向影响;网络社群消费者的级别地位正向影响其生成内容领域的发展,并进而影响其生成内容频率的变化;网络社群消费者向其声望领域生成内容更加及时,且生成内容所含信息量更大。     

Harnessing the creative potential of consumers: money,participation, and creativity in idea crowdsourcing

Given the growing importance of innovation and consumer engagement, many firms are strongly interested in finding ways to encourage their consumers to generate creative new product ideas for them in their crowdsourcing initiatives. To that end, managers often use monetary rewards—one of the most commonly used managerial tools to stimulate desired behaviors. A critical question in this respect is whether the use of monetary rewards is effective in stimulating creativity and, if so, how large those rewards should be. This study aims to answer these questions. The results of an experiment suggest that introducing monetary rewards does not contribute to the number of new product ideas generated by a single consumer or the novelty of his/her ideas, and when the reward is relatively small, it can even be harmful. Monetary rewards, however, are effective in encouraging widespread participation in crowdsourcing initiatives and improving the appropriateness of the new product ideas. As a whole, these findings take us a step further toward better understanding the motivational mechanisms of consumer creativity in new product ideation.     

Justice in triad: Revisiting supplier involvement in new product development

Recognizing the importance of involving suppliers in the new product development (NPD) process, extensive studies have examined this issue at a buyer–supplier dyadic level. However, how supplier involvement leads to better NPD performance is not clearly explained. Additionally, extending the dyadic relationships to triadic relationships and addressing how to manage the two competing suppliers with fair conduct remains unexplored. To answer these questions, this study developed a conceptual model theorizing the role of supplier involvement, information sharing, and justice in the NPD process within a buyer–supplier–supplier triadic relationship. Based on survey data collected from 200 U.S. firms, Structural Equation Modeling is used to test the hypothesis. The results first confirmed the criticality of involving both primary and secondary suppliers during NPD. Second, the positive effect of triadic supplier involvement on innovation performance is fully mediated by information sharing. Finally, this study explored the different roles of procedural justice and distributive justice; the results confirmed that procedural justice acts as a moderator for the relationship between triadic supplier involvement and information sharing, whereas distributive justice moderates the effect between information sharing and innovation performance. Our findings contribute to the literature of triadic supplier involvement-new product development and relationship management. Accordingly, these findings highlight key implications for managers and policymakers.     

Motives and barriers affecting consumers’ co-creation in the physical store

ABSTRACT

The rise of e-commerce has caused a dramatic shift in consumer behaviour, putting pressure on physical stores to offer a more personalised and service-oriented offering. This paper investigates one strategy retailers might apply in this context: in-store consumer co-creation. Research has predominantly focused on online-based consumer co-creation in new product and service development. We argue that with increased focus on digitalisation and consumer experiences in physical retail, this type of co-creation will increasingly take place in-store. Following a pre-study with practitioners, our main study uses 20 scenario-based semi-structured interviews, where we identify eight consumer motives and seven barriers that underlie consumers’ willingness and reluctance to create and select new products in-store, respectively. Some motives, such as ethical, self-efficacy, and concerted are reported as barriers when reverted, due to consumers’ concerns regarding data privacy, low levels of perceived self-efficacy and assumptions that the technology might be flawed. Other motives largely overlap existing research on motives for co-creation whereas other barriers predominantly pertain to the underlying technology and the physical setting of co-creation in-store. The findings further indicate that consumers co-create differently online versus in-store. In-store seems particularly suitable for more marketing related aspects of co-creation, with a stronger emphasis on playfulness and purchase intentions. Practical implications for retailers are therefore discussed.     

Collaborative orientation to advance value co-creation in buyer–seller relationships

This study extends the theory of value co-creation by investigating how collaborative orientation advances value co-creation drivers that benefit both buyers and sellers in competitive markets. With direct field research, conducted in a real-life context, the authors interviewed (using a mirrored, semi-structured protocol) buyer–seller respondents at multiple levels in 1 seller and 10 buyer firms. Ten cases developed from these data reflect how buyers and sellers develop value and share resources to advance value co-creation during a formal buyer–seller relationship effort. Our findings suggest four propositions and identify four drivers that may advance value co-creation in buyer–seller relationships: (a) mutual understanding of industry problems through continuous interactions during the relationship period; (b) ability to develop and leverage knowledge and resources; (c) share asset-specific investments; and (d) shared long-term goals. This article extends previous resource-based models and provides novel insights into value co-creation.     

Idea generation leveraged from value co-creation process enhances new service development performance

This study examines the relationship between value co-creation process, idea generation and new service development performance from the perspective of telecommunication companies. Two dimensions of idea generation tested in this framework are internal and external idea generation, and the probable relationship between these two dimensions is further investigated. The data were collected from 78 marketing managers and were statistically analyzed. The findings show that value co-creation crucially influences both external idea generation and internal idea generation, however, the new service development performance can be enhanced through internal idea generation. Nonetheless, the results show that the external idea generation is vital to influence internal idea generation. This study extends theoretical understanding of how to leverage the value co-creation process for idea generation happenings, while the practical contribution of the research is to realize that new service development performance demands internal idea generation, which is supported with external resources of idea generation.     

Value co-creation among retailers and consumers: New insights into the furniture market

This paper aims to examine the applicability of a value co-creation framework that integrates the process view (customer, supplier and encounter value-creating processes), the actors’ view (the value facilitator and the value co-creator) and the role of customer knowledge in furniture retail stores using service-dominant (S-D) logic.We conducted multiple case studies to analyse retailers’ points of view and in-depth interviews to explore customers’ perspectives. Our research findings suggest that the proposed model can be effectively used to analyse value co-creation management in furniture firms, allowing researchers to identify the actions of retailers and customers and evaluate their matching. Even more importantly, this framework helps to foster value co-creation to increase the benefits for each participant during each stage of the relationship.     

Co-creation of value at the bottom of the pyramid: Analysing Bangladeshi farmers' use of mobile telephony

Existing literature offers scant evidence of how BoP (bottom of the pyramid) consumers with limited product knowledge and interaction with product designers and marketers can co-create value. The current paper addresses this issue by analysing Bangladeshi farmers' use of mobile telephony. The findings suggest the value-in-use is facilitated or inhibited by product features, socio-economic practices, individuals' capabilities and the appropriation of mobile telephony. The paper demonstrates how BoP customers can co-create value with or without direct support from marketers and offers a theoretical framework for the co-creation of value and contributes to the current understanding of BoP market dynamics.     

Getting Closer to the Consumer – How Nivea Co-Creates New Products

Co-creation has become a prevalent approach taken by innovation leaders to excel in innovation management and complement internal R & D activities. In this article the authors will introduce the cocreation process at Nivea and describe how Nivea co-developed a new deodorant with consumers. The focus will be on two different co-creation tools — the netnography method geared to gain consumer insights from social media and an online co-creation session to evaluate and further enrich ideas.