Firm Capabilities, Customer/Supplier Participation, and Firm Performance

Guangping Wang, Xiaoqin Ma, Wenyu Dou, Nan Zhou

Research output: Chapter in Book/Report/Conference proceedingChapter


Recent developments in supply chain and customer relationship management call for firms in the value chain to work closely together. Value co-creation with the upstream (i.e. suppliers) and downstream (i.e., customers) partners has become a critical strategy for many successful companies in their effort to integrate value chain management to the center stage of enterprise management (Flint & Mentzer, 2006). A value co-creation strategy draws on expertise, knowledge, and resources from the customers and suppliers alike to enhance the firm's knowledge development and innovation process. Strategic implications of value co-creation have been recognized (Fang, 2008; Prahalad & Ramaswamy, 2004), and significant theoretical advances have been made (Blazevic & Lievens, 2008; Payne, Storbacka, & Frow, 2008). However, systematic research that explores the antecedents, conditions, and performance outcomes of value co-creation is still lacking, and therefore, many fundamental questions remain unanswered.

Original languageEnglish (US)
Title of host publicationDevelopments in Marketing Science
Subtitle of host publicationProceedings of the Academy of Marketing Science
PublisherSpringer Nature
Number of pages2
StatePublished - 2015

Publication series

NameDevelopments in Marketing Science: Proceedings of the Academy of Marketing Science
ISSN (Print)2363-6165
ISSN (Electronic)2363-6173

All Science Journal Classification (ASJC) codes

  • Marketing
  • Strategy and Management


Dive into the research topics of 'Firm Capabilities, Customer/Supplier Participation, and Firm Performance'. Together they form a unique fingerprint.

Cite this