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

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interdependence is associated with economies of scale or scope (Håkansson & Persson2004).Figure 4.2: Pooled interdependenceReciprocal interdependence is defined as: “ mutual exchange of inputs and outputs betweentwo parties” (Håkansson & Persson 2004, p 6). The parties exchange outputs and there is aneed to learn from each other. Consequently, a hybrid characterized by reciprocalinterdependence requires a wider fit between the operations of the involved organizationsthan hybrids characterized by other types of interdependence (Borys & Jemison 1989). In astudy of five different companies Håkansson and Persson (2004) found that the benefits ofreciprocal interdependence were associated with either improved problem solvingcapabilities or the securing of a more effective use of resources (Ibid.).Figure 4.3: Reciprocal interdependenceThe fit between the operations of the two involved organizations is something that cannot beanticipated or designed in advance; it is something that evolves over time throughinteraction between the parties (Borys & Jemison 1989, p 241). Therefore it is difficult toestimate beforehand the outcome of the realization of the value co-creation potential.One of the conclusions of the Håkansson and Persson (2004) study is that differentoutcomes can be achieved through exploiting different types of interdependencies, namelyeconomies of integration, economies of scale and scope, and economies of innovation.75
ˆ‚„† „‡„‚ƒ„…I HP@Q RMLTS@U JKMLONVXW KQ Y@KPXKVMY@K@VMLZK N[ HKXY \TR@RUVXW KQ Y@KPXKVXY@KVMLZK HH^]KM`a@KVOW N S@U _VXW KQ Y@KPXKVXY@KVMLZK Hz {=ut| rtsuwvtuwx‹yvt€Tz¦Žf*Žft€My uwv yz{=ut| rtsduwvtuwx¤yz¡jvtŠ‹{sduwŒoz{bsdw‰gz{=ut| rtsduwvtuwx¤yuwv }Mv¦vtut~t€My‚† „JbK@U SOW N RVMS@UcdQ SVMeZSMLfW N RVMS@UhjibklMmFnoi©p qhFigure 4.4: Different outcomes of exploiting different types of interdependenciesEconomies of integration can be achieved through exploiting sequential interdependencies.The successful exploitation of pooled interdependencies can lead to economies of scale andscope, while the exploitation of reciprocal interdependencies leads to economies ofinnovation. Exploiting reciprocal interdependencies means “ to pursue the economies ofadaptability and change. In other words, it concerns being innovative, agile and responsiveto change” (Ibid. p 14). The figure above seeks to illustrate how the exploitation of differenttypes of interdependencies offers different opportunities for economizing. In the grid Isuggest interaction represents the x-axis, leaning on one of the main arguments in the studywhere business relationships are characterized by interaction over time, leading to increasedinterdependence through which cooperation is possible, implying a relational type ofinteraction as opposed to a transactional mode of interaction.Different value creating processes in business exchangeIn theoretical framework for analyzing alliances provided by Borys and Jemison (1989), theauthors propose the following research propositions with regard to value creationconcerning supplier arrangements:76
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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
Page 32 and 33: 2.2 Research approach“ Human gras
Page 34 and 35: “ In case study both the research
Page 36 and 37: interview ended up being different
Page 38 and 39: simplifying and combining observati
Page 40 and 41: the purpose of why it is studied an
Page 42 and 43: started paying attention to issues
Page 44 and 45: The analysis of the material was an
Page 47: are: setting the boundaries of the
Page 50 and 51: Critical events during the process
Page 52 and 53: interviewing, observing, reading, r
Page 54 and 55: unit. Going even further back in hi
Page 56 and 57: 3.4.1 Overview of the use of the va
Page 58 and 59: ç-è1éWèê9ë ì9í!î¹ï5ðWí
Page 60 and 61: argumentation alters the traditiona
Page 62 and 63: zG{\| }C~t s oHpaqfrRs t s qXu2vs y
Page 64 and 65: industries. Innovation is the sourc
Page 66 and 67: ôô3.7 SummaryThe assessment of va
Page 68 and 69: 4. A RELATIONAL APPROACH TO VALUE C
Page 70 and 71: est way to organize, any way of org
Page 72 and 73: 4.2 The IMP view on relationships a
Page 74 and 75: The focus and unit of analysis of t
Page 76 and 77: ecent book discuss how creating val
Page 78 and 79: not simply mutual dependence betwee
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Page 84 and 85: “ The performance of supplier arr
Page 86 and 87: Figure 4.5: Different value creatin
Page 88 and 89: “ organizational arrangements tha
Page 90 and 91: There is no simple or universal def
Page 92 and 93: The question of win-win in partners
Page 94 and 95: The following chapter, number five,
Page 96 and 97: The world cruise industry is domina
Page 98 and 99: Figure 5.2: The actors and the setu
Page 100 and 101: ù õ ñ ù õ ó*ÿ¡ ÷£¢ ñ¤
Page 102 and 103: :: ]:: ]In normal cases the Seller
Page 104 and 105: the top 10 suppliers for the cruise
Page 106 and 107: 6. THE DEVELOPMENT OF THE RELATIONS
Page 108 and 109: In 1997 when Mr BR9 got the positio
Page 110 and 111: The relationship between the compan
Page 112 and 113: ” He (BR9) often talks about the
Page 114 and 115: With some years of experience with
Page 116 and 117: offering, the Buyer still sees the
Page 118 and 119: When the Seller realized that they
Page 120 and 121: we have a new development in the pr
Page 122 and 123: to serving the customers - the part
Page 124 and 125: ” This is the most problematic ag
Page 126 and 127: • Optimize operations i.e. fuel o
Page 128 and 129: They also commented that the person
Page 130 and 131: 6.7.5 Comments on internal issuesAt
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changes, and that the Seller would
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survey 14 that the Seller had condu
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uuuuuuu uuuuuuuuuuuuuuue¦f¨gh ijk
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Seller. At present there are three
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15 - a factor that should not be ne
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elationship and the people interact
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+ K !ñ ú ê ñ ê ö ë î ñ ï
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7.1 Perceived value as a prerequisi
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” We are in the process of develo
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and that is insane. We must be able
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è èèèè èèèè èè èè èè
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We learn their way of handling thin
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Price receivedThe price received ca
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partnership with the Seller, the as
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In the light of this, one could say
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dependence. If managers were not ab
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¥(¦§¨&©G§ªG¦(£(«¬¨$Z
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Seller’ s products and concepts,
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forth between the companies. This h
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What I found even more interesting
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The Buyer sees that the interest fo
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decision to pursue a collaborative
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methodology. I will also direct som
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years to come. Consequently the par
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€‚ƒ‡ ˆ„~„| }~different
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Question 1: How is the value concep
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exists, the value co-creation poten
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partnering and cooperating are so o
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process of analyzing the material s
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Barney, JB. (1991). Firms resources
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Forsström, B., (1998). Trouble & S
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Katz, M & Shapiro, C (1985). Networ
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Shapiro, B.P., Rangan V.K., Moriart
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Interviews:Interview: Buyer 1Interv
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Relationships between buyers and se
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Value Co-Creation in Industrial Buyer-Seller Partnerships ... - Doria

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