Value Co-Creation in Industrial Buyer-Seller Partnerships ... - Doria

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years to come. Consequently the partnership cannot be seen purely as the result ofinteraction - as is suggested in a number of studies of how relationships develop – but therelationship per se was a means of coping with a situation of dependence.The parties have chosen to develop a partnership type of relation in order to make themost of the situation – a situation where interaction and involvement have createdinterdependencies between the parties. The argument in the study is that interdependence isa prerequisite for value co-creation, and that as the tolerance for interdependence increasesso does the potential for value co-creation. In other words, the higher the degree ofinterdependence, the greater the possibilities for creating value together in the relationship;conversely the greater the independence of the parties, the lesser the potential for value cocreation.From this reasoning it is argued that interdependence should be seen as a resource,something positive, a trigger for value co-creation potential. This is demonstrated by afunction presented in the study – a function that demonstrates a logic that has graduallyevolved during the research process, where interdependence is the dynamic variable forvalue co-creation potential.Previous studies suggest that long-term, cooperative relationships between companies,such as alliances and partnerships are characterized by high-involvement, and thatinvolvement would be a suitable concept to be used in the study of alliances betweencompanies. Therefore I brought in the concept of involvement, as a replacement ofinteraction, as a more suitable and descriptive concept to be used in the context of a buyersellerpartnership.Different types of interdependencies have been identified in previous studies. I haveused the Thompson (1967) categorization in the study, which categorizes interdependenciesinto sequential, pooled, and reciprocal interdependencies. The same categorization has beenused by Borys and Jemison (1989) in developing a theory of hybrid organizationalarrangements and by Håkansson and Persson (2004) in a conceptualization of differenttypes of interdependencies and their consequences for supply chain management. By usingthe findings of these studies and by analyzing the case, some conclusions about theconnections between interdependence, involvement, and value co-creation can be made, asillustrated in the figure below.171
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Birgitta ForsströmValue Co-Creatio
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VALUE CO-CREATION IN INDUSTRIAL BUY
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CIP Cataloguing in PublicationForss
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Suokannas and Annica Isacsson my de
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3.3 The use of the value concept in
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7.2.1 Price as a benefit and a sacr
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Figure 8.1: Interdependence, involv
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81. INTRODUCTIONEconomic theory rel
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Portfolio management and key accoun
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value - ways to understand and thin
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creation in a world of relationship
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Möller and Halinen-Kaila (1999) cr
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Value of a Relationship: When discu
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1.3 Outline of the studyThe study s
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in such relationships, and on how t
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2.2 Research approach“ Human gras
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“ In case study both the research
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interview ended up being different
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simplifying and combining observati
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the purpose of why it is studied an
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started paying attention to issues
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The analysis of the material was an
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are: setting the boundaries of the
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Critical events during the process
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interviewing, observing, reading, r
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unit. Going even further back in hi
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3.4.1 Overview of the use of the va
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argumentation alters the traditiona
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industries. Innovation is the sourc
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ôô3.7 SummaryThe assessment of va
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4. A RELATIONAL APPROACH TO VALUE C
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est way to organize, any way of org
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4.2 The IMP view on relationships a
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The focus and unit of analysis of t
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ecent book discuss how creating val
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not simply mutual dependence betwee
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interdependence is associated with
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“ The performance of supplier arr
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Figure 4.5: Different value creatin
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“ organizational arrangements tha
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There is no simple or universal def
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The question of win-win in partners
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The following chapter, number five,
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The world cruise industry is domina
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Figure 5.2: The actors and the setu
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ù õ ñ ù õ ó*ÿ¡ ÷£¢ ñ¤
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:: ]:: ]In normal cases the Seller
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the top 10 suppliers for the cruise
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6. THE DEVELOPMENT OF THE RELATIONS
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In 1997 when Mr BR9 got the positio
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The relationship between the compan
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” He (BR9) often talks about the
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With some years of experience with
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offering, the Buyer still sees the
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When the Seller realized that they
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we have a new development in the pr
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to serving the customers - the part
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” This is the most problematic ag
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• Optimize operations i.e. fuel o
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Page 156 and 157: Price receivedThe price received ca
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Page 162 and 163: dependence. If managers were not ab
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Page 166 and 167: Seller’ s products and concepts,
Page 168 and 169: forth between the companies. This h
Page 170 and 171: What I found even more interesting
Page 172 and 173: The Buyer sees that the interest fo
Page 174 and 175: decision to pursue a collaborative
Page 176 and 177: methodology. I will also direct som
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Page 182 and 183: Question 1: How is the value concep
Page 184 and 185: exists, the value co-creation poten
Page 186 and 187: partnering and cooperating are so o
Page 188 and 189: process of analyzing the material s
Page 190 and 191: Barney, JB. (1991). Firms resources
Page 192 and 193: Forsström, B., (1998). Trouble & S
Page 194 and 195: Katz, M & Shapiro, C (1985). Networ
Page 196 and 197: Shapiro, B.P., Rangan V.K., Moriart
Page 198 and 199: Interviews:Interview: Buyer 1Interv
Page 201: Relationships between buyers and se
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Value Co-Creation in Industrial Buyer-Seller Partnerships ... - Doria

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