Purpose: This research aimed to identify both the specialized resources and competences for value co-creation when the value co-creation phenomenon is extended to the early stage of the value chain. Further, it proposes a framework that can analyze the value co-creation process in the high-tech business-to-business (B-to-B) market.
Methodology/approach: The research methodology was based on building a theory from a case study. The qualitative data was coded based on the grounded theory coding after collecting data from multiple sources.
Findings: Four critical resource types (financial resources, knowledge resources, efficiency resources, and intellectual resources) and five competence types (relational capability, collaboration capability, strategic capability, innovation capability, and managing capability) were constructed as the principal factors for value co-creation at the early stage in the value chain within the high-tech B-to-B market. Among the four resources and five competences, intellectual resource and strategic capability associated with value co-creation were unique findings in our case research.
Research implications: Our results provided new insights, which the value co-creation can be extended to the early stages in the value chain, such as the research and development (R&D) stage, in the high-tech B-to-B market, whereas extant value research was more focused on the late stages of the value chain. The reciprocal value co-creation process, which used four resources and five competences of both the supplier and customer, was proposed as an integrated framework to co-create value at the early stage of the value chain within the high-tech B-to-B market.
Practical implications: A supplier’s R&D, marketing, manufacturing, planning departments and the customer can utilize the defined resources as well as competences at different stages of the value chain in order to co-create value and improve their performance. In particular, the marketing department of the supplier needs to turn their eyes to the early stages in the value chain so as to seek a value co-creation strategy.
Originality/value/contribution: A value co-creation strategy was sought from a different perspective, extending from a late stage to an early stage in the value chain of the high-tech B-to-B market. The integrated research framework, combining resources and competences of the supplier and customer, was established to analyze the value co-creation phenomenon. 相似文献
ABSTRACT This study examined relationships between leisure autonomy, leisure competence, leisure social support, and flow experience and subjective vitality among older adults. In total, 257 older adults attending senior centres from New Taipei City, Taiwan were recruited. Data were collected through face-to-face interviews, during which leisure autonomy, leisure competence, leisure social support, flow experience, and subjective vitality were measured. The data were analysed using a hierarchical regression method. Results revealed that leisure autonomy, leisure competence, and leisure social support were significantly and positively correlated with subjective vitality and that flow experience was more significantly and positively correlated with subjective vitality than the three leisure needs were. Practical implications of results in terms of enhancing subjective vitality among older adults are discussed. Considering that flow experience is a strong predictor of subjective vitality among older adults, helping older adults experience flow should considerably enhance their subjective vitality. Flow is experienced when a balance is reached between high levels of challenges and skills. Therefore, leisure with such balance increases the likelihood that older adults can experience flow. 相似文献