Search results for "Value network"
showing 3 items of 13 documents
La face cachée de la co-création de valeur : l’exemple de l’architecture commerciale française
2019
L’innovation requiert une activité en réseau pour laquelle différents acteurs doivent s’associer. La conduite d’une enquête ethnographique au sein de l’architecture commerciale française souligne l’ambivalence du processus de coproduction. L’analyse identifie des sources de co-création et co-destruction, liées aux motivations des acteurs et à leurs interactions, et rend compte de leurs conséquences. Les détaillants sont invités à se (re)positionner comme des chefs de projet, garants de l’assignation des rôles et de l’arbitrage entre les fonctions créatives et techniques. Le développement de nouvelles plateformes de communication, susceptibles de pallier les biais d’interprétation entre acte…
3D Printing : Challenging Existing Business Models
2016
Technologies labelled as “disruptive” challenge conventional business procedures. The development of 3D printing technology and additive manufacturing (AM) is expected to transform product design and manufacturing. 3D printing technology makes it possible to produce complex and unique physical products from digitally designed CAD models. It is estimated that the effects of 3D printing on business will be diverse and far‐reaching. Hence, it is vital for business owners to observe how 3D printing may impact on business models and business networks, considering also the effects on stakeholders’ value propositions and on value creation. This paper reports on the potential impact of 3D printing …
Value Creation and Evolution of a Value Network: A Longitudinal Case Study on a Platform-as-a-Service Provider
2014
Current research on cloud computing emphasizes the important role of Platform-as-a-Service (PaaS) providers. However, little is known about how PaaS providers can offer value to the content providers and firms operating the platform. The findings demonstrate how a small PaaS provider in the cloud gaming market was able to develop a strong position in the value network by offering direct and indirect value to its partners. The findings also reveal how the firm developed its value network over fourteen years, from a complex network with several actors to a very simple value network which included only partners of prime importance. peerReviewed