745
Views
3
CrossRef citations to date
0
Altmetric
Empirical Research

IT-leveraged network value cocreation: a case study of the value cocreation process and value capture in the South Korean broadcast advertising industry

ORCID Icon, ORCID Icon & ORCID Icon
Pages 646-662 | Received 01 Jun 2013, Accepted 10 Aug 2019, Published online: 01 Oct 2019

References

  • Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility versus efficiency? a case study of model changeovers in the Toyota production system. Organization Science, 10(1), 43–68.
  • Alavi, M., & Carlson, P. (1992). A review of MIS research and disciplinary development. Journal of Management Information Systems, 8(4), 45–62.
  • Antikainen, M. (2011). Facilitating customer involvement in collaborative online innovation communities. Finland: VTT Publications.
  • Autio, E., & Thomas, L. (2014). Innovation Ecosystems. In M. Dodgson, N. Philips, & D. M. Gann (Eds.), The Oxford handbook of innovation management (pp. 204–288). Oxford, UK: Oxford University Press.
  • Bae, J., & Insead, M. G. (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry. Academy of Management Journal, 47(6), 843–859.
  • Barrett, M., ., Davidson, E., ., Prabhu, J., & Vargo, S. L. (2015). Service innovation in the digital age: Key contributions and future directions. MIS Quarterly, 39(1), 135–154.
  • Ceccagnoli, M., ., Forman, C., ., Huang, P., & Wu, D. (2012). Co-creation of value in a platform ecosystem: The case of enterprise software. MIS Quarterly, 36(1), 263–290.
  • Cecez-Kecmanovic, D. (2001). Doing critical IS research: The question of methodology. In E. M. Trauth (Ed.), Qualitative research in IS: Issues and trends (pp. 141–162). Hershey, PA: Idea Group Publishing.
  • Ceci, F., Masini, A., & Prencipe, A. (2019). Impact of IT offerings strategies and IT integration capability on IT vendor value creation. European Journal of Information Systems, 28(1), 1–21.
  • Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128–152.
  • Darke, P., Shanks, G., & Broadbent, M. (1998). Successfully completing case study research: Combining rigour, relevance and pragmatism. Information Systems Journal, 8(4), 273–289.
  • Dhanaraj, C., & Parkhe, A. (2006). Orchestrating innovation networks. Academy of Management Review, 31(3), 659–669.
  • Dhar, V., & Sundararajan, A. (2007). Issues and opinions-information technologies in business: A blueprint for education and research. Information Systems Research, 18(2), 125–141.
  • Dyer, J. H. (2000). Collaborative advantage: Winning through extended enterprise supplier networks. New York: Oxford University Press.
  • Dyer, J. H., & Hatch, N. W. (2006). Relation specific capabilities and barriers to knowledge transfers: Creating advantage through network relationships. Strategic Management Journal, 27(8), 701–719.
  • Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679.
  • Eaton, B., ., Elaluf-Calderwood, S., ., Sorensen, C., & Yoo, Y. (2015). Distributed tuning of boundary resources: The case of Apple’s iOS service system. MIS Quarterly, 39(1), 217–243.
  • Etgar, M. (2008). A descriptive model of the consumer co-production process. Journal of the Academy of Marketing Science, 36(1), 97–108.
  • Franke, N., & Von Hippel, E. (2003). Satisfying heterogeneous user needs via innovation toolkits: The case of Apache security software. Research Policy, 32(7), 1199–1215.
  • Füller, J., ., Jawecki, G., & Mühlbacher, H. (2007). Innovation creation by online basketball communities. Journal of Business Research, 60(1), 60–71.
  • Gardet, E., & Mothe, C. (2012). SME dependence and coordination in innovation networks. Journal of Small Business and Enterprise Development, 19(2), 263–280.
  • Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. The Academy of Management Journal, 47(2), 209–226.
  • Gilsing, V., ., Nooteboom, B., ., Vanhaverbeke, W., ., Duysters, G., & van Den Oord, A. (2008). Network embeddedness and the exploration of novel technologies: Technological distance, betweenness centrality and density. Research Policy, 37(10), 1717–1731.
  • Greer, C. R., & Lei, D. (2012). Collaborative innovation with customers: A review of the literature and suggestions for future research. International Journal of Management Reviews, 14(1), 63–84.
  • Grönroos, C. (2011). A service perspective on business relationships: The value creation, interaction and marketing interface. Industrial Marketing Management, 40(2), 240–247.
  • Grover, V., & Kohli, R. (2012). Cocreating IT value: New capabilities and metrics for multifirm environments. MIS Quarterly, 36(1), 225–232.
  • Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. The Academy of Management Journal, 49(4), 693–706.
  • Hannan, M. T., & Freeman, J. (1977). The population ecology of organizations. American Journal of Sociology, 82(5), 929–964.
  • Im, G., & Rai, A. (2013). IT-enabled coordination for ambidextrous interorganizational relationships. Information Systems Research, 25(1), 72–92.
  • Khanagha, S., Volberda, H., & Oshri, I. (2017). Customer co-creation and exploration of emerging technologies: The mediating role of managerial attention and initiatives. Long Range Planning, 50(2), 221–242.
  • Lavrac, N., Ljubic, P., Urbancic, T., Papa, G., Jermol, M., & Bollhalter, S. (2007). Trust modeling for networked organizations using reputation and collaboration estimates. IEEE Transactions on Systems, Man, and Cybernetics - Part C: Applications and Reviews, 37(3), 429–439.
  • Lee, S. M., Olson, D. L., & Trimi, S. (2012). Co-innovation: Convergenomics, collaboration, and co-creation for organizational values. Management Decision, 50(5), 817–831.
  • Leifer, R., O’Connor, G. C., & Rice, M. (2001). Implementing radical innovation in mature firms: The role of hubs. The Academy of Management Executive, 15(3), 102–113.
  • Lettl, C., Hienerth, C., & Gemuenden, H. G. (2008). Exploring how lead users develop radical innovation: Opportunity recognition and exploitation in the field of medical equipment technology. IEEE Transactions on Engineering Management, 55(2), 219–233.
  • Levén, P., Holmström, J., & Mathiassen, L. (2014). Managing research and innovation networks: Evidence from a government sponsored cross-industry program. Research Policy, 43(1), 156–168.
  • Li, T., Van Heck, E., & Vervest, P. (2009). Information capability and value creation strategy: Advancing revenue management through mobile ticketing technologies. European Journal of Information Systems, 18(1), 38–51.
  • Lusch, R. F., & Vargo, S. L. (2014). The service-dominant logic of marketing: Dialog, debate, and directions. New York: Routledge.
  • MacDuffie, J. P., Sethuraman, K., & Fisher, M. L. (1996). Product variety and manufacturing performance: Evidence from the international automotive assembly plant study. Management Science, 42(3), 350–369.
  • March, J. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
  • Mason, J. (2002). Qualitative Researching. London: Sage.
  • Miles, M., & Huberman, M. (1994). Qualitative data analysis: An expanded sourcebook. Thousand Oaks, CA: Sage Publications.
  • Miller, D., & Friesen, P. H. (1986). Porter’s (1980) generic strategies and performance: An empirical examination with american data. Organization Studies, 7(1), 37–55.
  • Möller, K., Rajala, R., & Westerlund, M. (2008). Service innovation myopia? a new recipe for client-provider value creation. California Management Review, 50(3), 31–48.
  • Morgan, L., Feller, J., & Finnegan, P. (2013). Exploring value networks: Theorising the creation and capture of value with open source software. European Journal of Information Systems, 22(5), 569–588.
  • Nielsen, P. A., & Persson, J. S. (2017). Useful business cases: Value creation in IS projects. European Journal of Information Systems, 26(1), 66–83.
  • Ojanen, V., & Hallikas, J. (2009). Inter-organisational routines and transformation of customer relationships in collaborative innovation. International Journal of Technology Management, 45(3–4), 306–322.
  • Peppard, J. (2007). The conundrum of IT management. European Journal of Information Systems, 16(4), 336–345.
  • Porter, M. E. (1989). How competitive forces shape strategy. In D. Asch & C. Bowman (Eds.), Readings in strategic management (pp. 133–143). London, Uk: Palgrave Macmillan.
  • Rai, A., Pavlou, P. A., Im, G., & Du, S. (2012). Interfirm IT capability profiles and communications for cocreating relational value: Evidence from the logistics industry. MIS Quarterly, 36(1), 233–262.
  • Reypens, C., Lievens, A., & Blazevic, V. (2016). Leveraging value in multi-stakeholder innovation networks: A process framework for value co-creation and capture. Industrial Marketing Management, 56, 40–50.
  • Romero, D., & Molina, A. (2011). Collaborative networked organisations and customer communities: Value co-creation and co-innovation in the networking era. Production Planning & Control, 22(5–6), 447–472.
  • Sarker, S., Sarker, S., Sahaym, A., & Bjørn-Andersen, N. (2012). Exploring value cocreation in relationships between an ERP vendor and its partners: A revelatory case study. MIS Quarterly, 36(1), 317–338.
  • Sarker, S., Xiao, X., Beaulieu, T., & Lee, A. S. (2018). Learning from first-generation qualitative approaches in the IS discipline: An evolutionary view and some implications for authors and evaluators (PART 1/2). Journal of the Association for Information Systems, 19(8), 752–774.
  • Schryen, G. (2013). Revisiting IS business value research: What we already know, what we still need to know, and how we can get there. European Journal of Information Systems, 22(2), 139–169.
  • Silver, M. S., Markus, M. L., & Beath, C. M. (1995). The information technology interactive model: A foundation for the MBA core course. MIS Quarterly, 19(3), 361–390.
  • Strauss, A., & Corbin, J. (1990). Basics of qualitative research: Techniques and procedures for developing grounded theory. Newbury Park, CA: Sage Publications.
  • Thomas, L. D., Autio, E., & Gann, D. M. (2014). Architectural leverage: Putting platforms in context. The Academy of Management Perspectives, 28(2), 198–219.
  • Tushman, M. L., & O’Reilly III, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–30.
  • Vargo, S. L., & Lusch, R. F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1–17.
  • Vargo, S. L., & Lusch, R. F. (2008). Service-dominant logic: Continuing the evolution. Journal of the Academy of Marketing Science, 36(1), 1–10.
  • Vinekar, V., Slinkman, C. W., & Nerur, S. (2006). Can agile and traditional systems development approaches coexist? an ambidextrous view. Information Systems Management, 23(3), 31–42.
  • Walsham, G. (1995). Interpretive case studies in IS research: Nature and method. European Journal of Information Systems, 4(2), 74–81.
  • Yin, R. (2009). Case study research: Design and methods. Newbury Park, CA: Sage Publications.
  • Zaheer, A., & Bell, G. G. (2005). Benefiting from network position: Firm capabilities, structural holes, and performance. Strategic Management Journal, 26(9), 809–825.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.