Abstract
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 language | English (US) |
|---|---|
| Title of host publication | Developments in Marketing Science |
| Subtitle of host publication | Proceedings of the Academy of Marketing Science |
| Publisher | Springer Nature |
| Pages | 292-293 |
| Number of pages | 2 |
| DOIs | |
| State | Published - 2015 |
Publication series
| Name | Developments in Marketing Science: Proceedings of the Academy of Marketing Science |
|---|---|
| ISSN (Print) | 2363-6165 |
| ISSN (Electronic) | 2363-6173 |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
-
SDG 9 Industry, Innovation, and Infrastructure
All Science Journal Classification (ASJC) codes
- Marketing
- Strategy and Management
Fingerprint
Dive into the research topics of 'Firm Capabilities, Customer/Supplier Participation, and Firm Performance'. Together they form a unique fingerprint.Cite this
- APA
- Author
- BIBTEX
- Harvard
- Standard
- RIS
- Vancouver