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.
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© 2015 Academy of Marketing Science
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Wang, G., Ma, X., Dou, W., Zhou, N. (2015). Firm Capabilities, Customer/Supplier Participation, and Firm Performance. In: Robinson, L. (eds) Marketing Dynamism & Sustainability: Things Change, Things Stay the Same…. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-10912-1_97
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DOI: https://doi.org/10.1007/978-3-319-10912-1_97
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-10911-4
Online ISBN: 978-3-319-10912-1
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