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- Kjellberg, Hans, et al.
(författare)
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A new perspective on market dynamics : Market plasticity and the stability–fluidity dialectics
- 2014
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Ingår i: Marketing Theory. - : SAGE Publications (UK and US). - 1741-301X .- 1470-5931. ; 14:3, s. 269-289
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Tidskriftsartikel (refereegranskat)abstract
- Several researchers have pointed out that if marketing is to develop as a discipline and contribute to solving complex business and societal challenges, it should question the neoclassical view of markets and develop its own theory of markets. Efforts in this direction indicate an emerging view of markets as dynamic, subjective, and subject to multiple change efforts. However, the neoclassical view of objective, detached, and deterministic market still influences the dominant models used to describe market change. We argue that in order to better understand market dynamics, both academics and practitioners need new concepts and constructs that go beyond existing linear process and development stage models. We seek to contribute to improved understanding of markets by studying a special characteristic of markets that enables market dynamics. Borrowing a term used by Alderson (1957: 277), we propose that markets are characterized by plasticity, that is, a “potentiality for being remolded and responding in a different way thereafter.” Even though the plasticity concept was introduced into the marketing literature nearly 60 years ago, the plastic character of markets remains underresearched. This article investigates the meaning and manifestations of market plasticity, drawing analogies from the physical, natural, and social sciences. We define market plasticity as the market’s capacity to take and retain form and propose that the dialectic between market stability and market fluidity lies at the heart of market change.
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| 2. |
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| 3. |
- Nenonen, Suvi, et al.
(författare)
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Capabilities for market-driving strategies
- 2016
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Ingår i: Proceedings of the EMAC Annual Conference 2016. - Brussels : European Marketing Academy. EMAC. - 9788282472845 - 9788282472852 ; , s. 115-
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Konferensbidrag (refereegranskat)abstract
- Viewing markets as socially constructed, and thus consciously reconstructable, systems opens up interesting avenues and possible new tools for strategists. Decisions regarding markets are no longer limited to market selection but markets themselves can be shaped for higher value creation, growth and profitability. In this paper we investigate what kind of capabilities firms need in order to drive the development of their markets. Based on an explorative case study of 21 firms from four countries, we identify 45 firm-level market-driving capabilities. These first-order capabilities are further categorized into six capability-sets: market visioning, value sensing and development, business model development, credibility building, championing change, and transformative leadership. These findings contribute to the emerging discussion on market-driving strategies by illuminating the "black box" between previously explored antecedents and outcomes of market-driving strategies.
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| 4. |
- Nenonen, Suvi, et al.
(författare)
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Shaping Service Ecosystems : An Empirical Investigation of Required Capabilities
- 2017
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Konferensbidrag (refereegranskat)abstract
- The context of value co-creation is increasingly conceptualized as service systems (Maglio et al., 2009; Ng et al., 2009) or service ecosystems (Lusch and Vargo, 2014; Akaka and Vargo, 2015). Service ecosystems are akin to natural ecosystems in their ability to emerge and go through profound changes over time (Mars et al., 2012; Lusch et al., 2016). However, service ecosystems differ in that they are influenced by actor-created institutions and institutional arrangements (Vargo and Lusch, 2016). Or, as Mars et al. (2012: 277) suggest: actors in service ecosystems "create strategies and structures (e.g., institutions)" and thus "organizations can design and master-plan systems and networks". Therefore, service-dominant logic acknowledges that actors can influence how service ecosystems evolve by affecting the institutional arrangements. Institutional work (Lawrence and Suddaby, 2006) has investigated how actors can influence institutions surrounding them (Battilana et al., 2009; Garud et al., 2007). However, Phillips and Tracey (2007) argue that more research is needed about the capabilities actors need to conduct institutional work successfully. The connection between capabilities and actors' ability to influence institutional arrangement and, thus, service ecosystems has been highlighted in the dynamic capabilities discourse. Recently Teece (2011: 75) argues that the "coordinating and resource-allocating activities performed by managers shape markets as much as markets shape business", and Teece (2016: 211) suggests that "dynamic capabilities help enable an enterprise to [?] build and renew resources, assets [?] that lie both within and beyond its boundaries, reconfiguring them as needed to innovate and respond to (or bring about) changes in the market" [emphasis added]. Therefore, our research question is: what capabilities do firms use to shape service ecosystems? The paper investigates this question using grounded theory (Glaser & Strauss, 1967), building on a multi-national sample of 82 interviewees from 21 companies, who have successfully shaped their service ecosystem. Informed by Gioia et al. (2013), we categorized the data into informant-centric first order constructs (a total of 57), theory-centric second order themes (a total of 16), and overarching aggregate dimensions (a total of 5). The aggregated dimensions are grouped into two distinct capability categories: inducing capabilities, which and are directly responsible for inducing a change in the service ecosystem (second order themes: influencing sales items, price and pricing, customers and use, competing providers, matching methods, supply network, representations, norms), and augmenting capabilities, which enable, enhance or moderate the shaping efforts (second order themes: value creation orientation, systemic thinking, market visioning, business model development, partnering, credibility building, championing change). Our analysis suggests that inducing capabilities are context-specific, whereas augmenting capabilities are more generic in nature. As a conclusion we develop a conceptual model describing how inducing and augmenting capabilities relate to overall change in service ecosystems and to each other.
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| 5. |
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| 6. |
- Nenonen, Suvi, et al.
(författare)
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Value propositions as market-shaping devices : A qualitative comparative analysis
- 2020
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Ingår i: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 87, s. 276-290
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Tidskriftsartikel (refereegranskat)abstract
- Forward-looking firms are increasingly viewing markets as malleable and plastic systems that can be influenced. Hence, they are engaging in market-shaping to proactively augment existing business opportunities or to create new ones. One of the recurring themes in the emerging market-shaping literature is the importance of value propositions. Consequently, the purpose of this paper is to identify configurations of value proposition characteristics that are effective for focal firms engaging in market-shaping strategies. In our empirical study, we analyze market-shaping actions carried out by 21 case firms using fuzzy-set qualitative comparative analysis. We identify four characteristics of market-shaping value propositions: (1) enhanced resource integration and related support as the core content of market-shaping value propositions, and (2) collaborative value proposing process, (3) systemic and verified value promise, and (4) new representations used in communication as the design characteristics of market-shaping value propositions. Further, we show that even though value propositions can shape markets without displaying all four of these characteristics, none of these characteristics alone can create all the expected outcomes. Hence, we identify distinct configurations of value proposition characteristics that are successful in either changing the elements comprising the market system or inducing an overall system-level market change.
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| 7. |
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| 8. |
- Storbacka, Kaj, et al.
(författare)
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Four continuums of solution business model innovation
- 2013
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Konferensbidrag (refereegranskat)abstract
- Using a business model perspective, we identify four continuums relevant for industrial firms making solution business model innovations: customer embeddedness, offering integratedness, operational adaptiveness, and organizational networkedness. Using these continuums, we explore the opportunities and challenges related to solution business models in two different business logics of particular importance in an industrial context: installed-base (IB) and input-to-process (I2P). The paper draws on eight independent research projects, spanning an eleven-year period, involving a total of 52 multinational enterprises. The findings show that the nature and importance of the continuums differ between the I2P and IB business logics. IB firms can almost naturally transition towards solutions, usually through increasing customer embeddedness and offering integratedness, and then by addressing issues around the other continuums. For I2P firms, the changes needed are less transitional. Rather they have to completely change their mental models and address the development needs on all continuums simultaneously.
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| 9. |
- Storbacka, Kaj, et al.
(författare)
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Solution business models : transformation along four continua
- 2013
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Ingår i: Industrial Marketing Management. - : Elsevier. - 0019-8501 .- 1873-2062. ; 42:5, s. 705-716
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Tidskriftsartikel (refereegranskat)abstract
- Using a business model perspective, we identify four continua that are of specific relevance for industrial firms transforming toward solution business models: customer embeddedness, offering integratedness, operational adaptiveness, and organizational networkedness. Using these continua, we explore the opportunities and challenges related to solution business model development in two different business logics that are of particular importance in an industrial context: 'installed-base' (IB) and 'input-to-process' (I2P). The paper draws on eight independent research projects, spanning an eleven-year period, involving a total of 52 multinational enterprises. The findings show that the nature and importance of the continua differ between the I2P and IB business logics. IB firms can almost naturally transition toward solutions, usually through increasing customer embeddedness and offering integratedness, and then by addressing issues around the other continua. For I2P firms, the changes needed are less transitional. Rather, they have to completely change their mental models and address the development needs on all continua simultaneously.
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| 10. |
- Storbacka, Kaj, et al.
(författare)
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Taking stock of shaping strategies: From firms driving markets for business performance to diverse actors shaping systems for sustainability
- 2022
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Ingår i: Industrial Marketing Management. - : Elsevier Inc. - 1873-2062 .- 0019-8501. ; 107, s. A1-A10
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Digitalization, globalization, and environmental awareness make the operating environments inherently systemic, complex, and volatile. Hence, research on shaping strategies, i.e., agentic efforts to influence how the operating environment evolves, is gaining increased attention both in marketing and strategic management. The special issue focusing on “Using shaping-strategies to thrive in the age of disruption” aims to take stock of, digest and reduce what is known about shaping strategies, and highlight gaps impeding progress in our understanding. Before summarizing the papers in the special issue, we first explore a set of questions by a cross-fertilization of literatures, namely: (1) what is being shaped, (2) why are shaping strategies pursued, (3) when is shaping done, (4) who is the shaper, (5) how is the shaping done, and (6) what are its consequences? For each of these questions, we explore what is known from extant research and simultaneously generate a research agenda as a foundation for future research directions.
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