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Potentials of Value Capture and General Value-Chain Framework

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Value in Business

Part of the book series: Contributions to Management Science ((MANAGEMENT SC.))

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Abstract

With the emergence of new kinds of markets, there have also appeared nontraditional players in the marketplace. These new kinds of markets and players have created unparalleled challenges to the world of learning and business decision-making, while scholars recognized that Porter’s (1985, Competitive Advantage: Creating and Sustaining Superior Performance. New York, NY: Free Press) value-chain framework is no longer sufficient for analyzing business firms. To meet these challenges, this chapter, which is partially based on Forrest et al. (2020, Advances in Systems Science and Applications, 20(3), 50–72) and Forrest et al. (2020, Journal of Business and Economic Studies), continues the previous chapter by exploring potentials of value capture at the firm level from several diverse angles—interorganizational network, close association between sellers and buyers, and then generalizes Porter’s value-chain framework that is equally applicable to the analysis of firms that offer tangible products, services, or informational goods. Accordingly, practical and reliable general recommendations, as well as a few unsettled questions for future research, are offered.

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Authors and Affiliations

  1. Department of Accounting, Economics and Finance, Slippery Rock University of Pennsylvania, Slippery Rock, PA, USA

    Jeffrey Yi-Lin Forrest

  2. School of Business, Jiangnan University, Wuxi, Jiangsu, China

    Yong Liu

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  1. Jeffrey Yi-Lin Forrest
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  2. Yong Liu
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Forrest, J.YL., Liu, Y. (2022). Potentials of Value Capture and General Value-Chain Framework. In: Value in Business. Contributions to Management Science. Springer, Cham. https://doi.org/10.1007/978-3-030-82898-1_13

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