Advertisement

Value Creation in Three Clusters Focusing on Chemistry

  • Timo HolopainenEmail author
  • Jukka Rantala
Conference paper
First Online:
  • 853 Downloads
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 961)

Abstract

In the presented study three clusters that focus into chemical industry were studied to explore value creation created by the cluster entities and the companies within the cluster by conducting qualitative remote interviews of 13 stakeholders located in three cluster of Smart Chemistry Park in Finland, InfraLeuna in Germany and Jurong Island in Singapore. The highest value created in the studied clusters was associated with collaboration. The second highest value created was considered to be the creation of networks (in itself related to collaboration), followed by infrastructure and development and innovation.

Keywords

Value creation Clusters Chemical industry 
This is a preview of subscription content, log in to check access.

References

  1. 1.
    Blocker, C.P., Cannon, J.P., Panagopoulos, N.G., Sager, J.K.: The role of the sales force in value and appropriation: new directions for research. J. Pers. Sell. Sales Manag. 32, 15–27 (2012)Google Scholar
  2. 2.
    Porter, M.E.: On Competition. Harvard Business Review Books, Boston (1998)Google Scholar
  3. 3.
    Porter, M.E.: Locations, clusters and company strategy. In: Clark, G.L., Feldman, M.P., Gertler, M.S. (eds.) The Oxford Handbook of Economic Geography, pp. 253–274. Oxford Free Press, Oxford (2000)Google Scholar
  4. 4.
    Levine, S.S., Kurzban, R.: Explaining clustering in social networks: towards an evolutionary theory of cascading benefits. Manag. Decis. Econ. 27, 173–187 (2006)CrossRefGoogle Scholar
  5. 5.
    Rubach, S., Johansen, F.R., Andersson, G.: Missing actions in cluster innovation. Int. J. Adv. Corp. Learn. 7(1), 17–23 (2014)CrossRefGoogle Scholar
  6. 6.
    Nelsen, L.L.: The role of research institutions in the formation of the biotech cluster in Massachusetts: The MIT experience. J. Commer. Biotechnol. 11(4), 330–336 (2005)CrossRefGoogle Scholar
  7. 7.
    Wennber, K., Lindqvist, G.: The effect of clusters on the survival and performance of new firms. Small Bus. Econ. 34, 221–241 (2010)CrossRefGoogle Scholar
  8. 8.
    Lindgreen, A., Wynstra, F.: Value in business markets: what do we know? Where are we going? Ind. Mark. Manag. 34, 732–748 (2005)CrossRefGoogle Scholar
  9. 9.
    Ravald, A., Grönroos, C.: The value concept and relationship marketing. Eur. J. Mark. 30, 19–30 (1996)CrossRefGoogle Scholar
  10. 10.
    Möller, K.: Role of competences in creating customer value: a value-creating logic approach. Ind. Mark. Manag. 35, 913–924 (2006)CrossRefGoogle Scholar
  11. 11.
    Corsaro, D., Snehota, I.: Searching for relationship value in business markets: are we missing something. Ind. Mark. Manag. 39, 986–995 (2010)CrossRefGoogle Scholar
  12. 12.
    Aarikka-Stenroos, L., Jaakko, E.: Value co-creation in knowledge intensive business services: a dyadic perspective on the joint problem solving process. Ind. Mark. Manag. 41, 15–26 (2012)CrossRefGoogle Scholar
  13. 13.
    Porter, M.E.: Competitive Advantage. The Free Press, New York (1998)CrossRefGoogle Scholar
  14. 14.
    Ballantyne, D., Varey, R.J.: Creating value-in-use through marketing interaction; the exchange logic of relating, communicating and knowing. Mark. Theory 6, 335–348 (2006)CrossRefGoogle Scholar
  15. 15.
    Bowman, C., Ambrosini, V.: Value creation versus value capture: towards a coherent definition of value in strategy. Br. J. Manag. 11, 1–15 (2000)CrossRefGoogle Scholar
  16. 16.
    Diaz-Mendez, M., Gummerson, E.: Value co-creation and university teaching quality. J. Serv. Manag. 33, 571–592 (2012)CrossRefGoogle Scholar
  17. 17.
    O’Cass, A., Ngo, L.V.: Creating superior customer value for B2B firms through supplier company capabilities. Ind. Mark. Manag. 41, 125–135 (2011)CrossRefGoogle Scholar
  18. 18.
    Vargo, S.L., Maglio, P.P., Akaka, A.A.: On value and value co-creation: a service systems and service logic perspective. Eur. Manag. 26, 145–152 (2008)CrossRefGoogle Scholar
  19. 19.
    Lowendahl, B.R., Revang, O., Fosstenlokken, S.M.: Knowledge and value creation in professional service firms: a framework for analysis. Hum. Rel. 54, 911–931 (2001)CrossRefGoogle Scholar
  20. 20.
    Sullivan, U.V., Peterson, R.M., Krishnan, V.: Value creation and company sales performance: the mediating roles of strategic account management and relationship perception. Ind. Mark. Manag. 41, 166–173 (2012)CrossRefGoogle Scholar
  21. 21.
    Lepak, D.P., Smith, K.G., Taylor, M.S.: Value creation and value capture: a multilevel perspective. Acad. Manag. Rev. 39, 180–194 (2007)CrossRefGoogle Scholar
  22. 22.
    Ple, L., Caceres, R.C.: Not always co-creation: introducing interactional co-destruction of value in service-dominant logic. J. Serv. Mark. 26, 430–437 (2010)CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Turku University of Applied SciencesTurkuFinland

Personalised recommendations

Cite paper

Buy options