Our study elucidates collaborative value creation and private value capture in collaborative networks in a context of sustainability. Collaborative networks that focus on innovative solutions for grand societal challenges are characterized by a multiplicity and diversity of actors that increase the complexity and coordination costs of collective action. These types of inter-organizational arrangements have underlying tensions as partners cooperate to create collaborative value and compete to capture or appropriate value on a private or organizational level, resulting in potential and actual value flows that are highly diffuse and uncertain among actors. We also observe that network participants capture value differentially, often citing the pro-social (e.g. community, belonging, importance) and extrinsic benefits of learning and reputation as valuable, but found it difficult to appropriate economic or social benefits from that value. Differential and asymmetric value appropriation among participants threatens continued network engagement and the potential collective value creation of collaborative networks. Our data indicates that networked value creation and capture requires maintaining resource complementarity and interdependency among network participants as the network evolves. We develop a framework to assess the relational value of collaborative networks and contribute to literature by unpacking the complexities of networked value creation and private value capture in collaborative networks for sustainability.
Coopetition (simultaneous competition and collaboration between firms) is an important driver for innovation, as competing organizations benefit from pooling resources and ideas for new products, processes and achieving benefits such as collective reputation. However, a key issue facing such relationships is the notion of value creation and capture–how does value get created and distributed amongst competing partners. This issue becomes increasingly salient when the coopetition includes multiple actors and common pool resources such as land and water. In this symposium, we bring together scholars who are investigating coopetition between different actors such as direct competitors, actors from the same industry, and organizations sharing similar collective goals such as sustainable manufacturing. In showcasing this diversity of context we shed light on the notion of value creation and capture in coopetitive relationships.
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This full paper works towards merging ‘frugality’ and ‘design thinking’ into a simplified framework for a workshop routine as a stepping stone for SMEs in developed countries to create and capture value of frugal innovations. Innovations which are born out of the notion that we can do more with less, or for less. This framework is aimed at reaching a specific group of SMEs, in this paper called the peloton of SMEs, a large group of SMEs which generally have lower growth ambitions and growth potential in comparison to the frontrunners. This group is often overlooked by (regional) governmental innovation programmes due to a primary focus on the same industry’s frontrunners. The framework was first tested with students, discussed with experts and eventually tested with SMEs from the Agribusiness sector in the Netherlands. Frugal Elements added to the design thinking process are; (a.) a Frugal Lens (b.) Frugal Business Model Patternsfor BMI (c.) Frugal leadership development (d.) Frugal Validation of the solution (e.) Frugal Intervention (limited time, limited theory, vertical learning community, practical tools). Although the first Pilot has been a succes in terms of helping participating SMEs to create innovations, more research is necessary for the design of a final framework which is expected to contribute to the frameworks that are currently available to SMEs in frugal and sustainable business modelling.
Bedrijven in de maakindustrie staan voor de grote uitdaging om vakkennis structureel te borgen en zo de concurrentiepositie te behouden. Vakkennis vloeit weg doordat vakmensen met pensioen gaan en de kennis die zij hebben opgebouwd moeilijk aan deze nieuwe medewerkers overdraagbaar is. Huidige vormen van een-op-een instructieleren zijn erg tijdsintensief en steeds minder haalbaar doordat er minder experts beschikbaar zijn. Werkinstructies vangen de nodige vakkennis onvoldoende en de vorm sluit niet goed aan bij de leerstijlen en behoeften van de nieuwe instroom. Augmented reality (AR) en bijpassende methodieken bieden een alternatief dat laagdrempelige manieren van vakkennis vangen (capture) en delen (transfer) mogelijk maakt. Het vangen wordt ondersteund door verschillende sensoren en algoritmes om acties te monitoren. Het terugkoppelen van informatie kan in een intuïtievere, gepersonaliseerde vorm op de juiste plek, moment en in de juiste context. Maakbedrijven zien de potentie van deze technologie voor het oplossen van hun probleem van kennisborging en training van de brede nieuwe instroom, maar missen de handvatten om dit goed op te pakken en in te zetten. Door de vele onzekerheden durven bedrijven de nodige investering niet aan te gaan. Negen bedrijven, twee lectoraten, netwerkpartners uit de XR & smart industry en een universitaire vakgroep bundelen in deze aanvraag hun krachten om te komen tot handvatten en richtlijnen om AR effectief in te kunnen zetten voor het vangen en aanbieden van vakkennis. Hiervoor worden praktische oplossingen ontwikkeld, geëvalueerd, en algemene lessen uit geabstraheerd. De geleerde lessen, ontwikkelde methodiek en demonstrator opstellingen worden algemeen beschikbaar gesteld voor de maakindustrie die deze technologie willen gebruiken voor behoud van kennis en optimale inzet van nieuwe werknemers, en bedrijven die dit soort technologische oplossingen ontwikkelen.
The objective of the SIA KIEM proposal Capturing Value is to understand financial decision making and capturing value as a logical step in the conceptual and realization phase of creative products. We will explore the narrative of reasoning and making choices in the use of different financial instruments by creative professionals. These narratives are telling about the values creative professionals attach to financial decision making and how these influence the choice of financial instruments. Most research focusses either on the (non)availability of financial instruments or on the use of these instruments. This research proposal focusses on the missing link: how do creative professionals reason when confronted with making financial decisions? Which options do they consider and how are these influenced by their attitude towards and knowledge of various formal and informal financial instruments? The project is a first step to develop a bigger and international research proposal on the way artists and creatives capture the financial value of their creations.
Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
