网络能力对供应商价值获取的影响:B2B情境下顾客参与型创新项目的实证研究
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摘要
借鉴网络能力文献与社会网络理论,基于232家企业的问卷调查数据,本文探究了B2B情境下供应商企业如何通过利用其网络能力来提升其从顾客参与型创新项目中的价值获取,并探讨网络嵌入在二者间的调节作用。研究发现,网络能力通过信息优势、资源优势和权力优势帮助供应商企业从联合创新项目中获取更多的价值,网络中心性在二者关系中起积极调节作用,而关系强度的调节作用不显著。本研究将价值管理研究焦点从价值共创维度转向价值获取维度,将研究视角从单个企业或者双边关系转向商业网络,丰富了相关理论研究,同时为企业如何提升价值获取能力提供了管理启示。
Drawing on network capability literature and social network theory,based on questionnaire survey of 232 firms,this paper explores how supplier firms leverage its network capability to enhance value appropriation from customer participated innovation projects in B2 B contexts,as well as moderating role of network embeddedness in this link. The research findings indicate that network capability can help supplier firms appropriate more value from joint innovation projects via enhancing its information advantage,resources advantage and power advantage. Besides,network centrality positively moderates this relationship,while tie strength has no moderating effect. This paper shifts the focus of value management literature from value co-creation dimension to value appropriation dimension,extends the research perspective from unilateral firm and bilateral relationship to business network,and enriches the relevant theoretical research. It also provides managerial implications for firms to improve value appropriation capability.
Drawing on network capability literature and social network theory,based on questionnaire survey of 232 firms,this paper explores how supplier firms leverage its network capability to enhance value appropriation from customer participated innovation projects in B2 B contexts,as well as moderating role of network embeddedness in this link. The research findings indicate that network capability can help supplier firms appropriate more value from joint innovation projects via enhancing its information advantage,resources advantage and power advantage. Besides,network centrality positively moderates this relationship,while tie strength has no moderating effect. This paper shifts the focus of value management literature from value co-creation dimension to value appropriation dimension,extends the research perspective from unilateral firm and bilateral relationship to business network,and enriches the relevant theoretical research. It also provides managerial implications for firms to improve value appropriation capability.
引文
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[10] Zeng F,Chen Y,Dong M C,et al.. Understanding distributor opportunism in a horizontal network[J].Industrial Marketing Management,2015,46(4):171-182.
[11]张闯,张涛,庄贵军.渠道权力应用,冲突与合作:营销渠道网络结构嵌入的影响[J].商业经济与管理,2015,(2):57-67.
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[13] Wagner S M,Eggert A,Lindemann E. Creating and appropriating value in collaborative relationships[J].Journal of Business Research,2010,63(8):840-848.
[14] Coff R W. When competitive advantage doesn’t lead to performance:the resource-based view and stakeholder bargaining power[J]. Organization Science,1999,10(2):119-133.
[15] Mitchell V W,Schlegelmilch B B,Mone S D. Why should I attend? The value of business networking events[J]. Industrial Marketing Management,2016,52:100-108.
[16] Hagedoorn J,Roijakkers N,Kranenburg H. Inter-firm R&D networks:the importance of strategic network capabilities for high-tech partnership formation[J].British Journal of Management,2006,17(1):39-53.
[17] Thornton S C,Henneberg S C,Naude P. Conceptualizing and validating organizational networking as a second-order formative construct[J]. Industrial Marketing Management,2014,43(6):951-966.
[18] Obloj T,Capron L. Role of resource gap and value appropriation:effect of reputation gap on price premium in online auctions[J]. Strategic Management Journal,2011,32(4):447-456.
[19] Adegbesan J A,Higgins M J. The intra-alliance division of value created through collaboration[J]. Strategic Management Journal,2011,32(2):187-211.
[20] Mullins L J. Management and organizational behavior[M].Harlow:Pearson Education Press,2007. 170-182.
[21] French J R P,Raven B. The bases of social power[M]. Ann Arbor:University of Michigan Press,1968.608-610.
[22] Antia K D, Frazier G L. The severity of contract enforcement in interfirm channel relationships[J].Journal of Marketing,2001,65(4):67-81.
[23] Oke A,Idiagbon-Oke M,Walumbwa F. The relationship between brokers’influence,strength of ties and NPD project outcomes in innovation-driven horizontal networks[J]. Journal of Operations Management,2008,26(5):571-589.
[24] Swasy J L. Measuring the bases of social power[J].NA-Advances in Consumer Research, 1979,(6):340-346.
[25] Gao Y,Xie E,Zhou K Z. How does technological diversity in supplier network drive buyer innovation?Relational process and contingencies[J]. Journal of Operations Management,2015,36(2):165-177.
[26] Terpend R,Tyler B B,Krause D R,et al.. Buyersupplier relationships:derived value over two decades[J]. Journal of Supply Chain Management,2008,44(2):28-55.
[27] Baron R M, Kenny D A. The moderator-mediator variable distinction in social psychological research:conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[28] Preacher K J,Selig J P. Advantages of monte carlo confidence intervals for indirect effects[J]. Communication Methods and Measures,2012,6(2):77-98.
[2] Lavie D. Alliance portfolios and firm performance:a study of value creation and appropriation in the US software industry[J]. Strategic Management Journal,2007,28(12):1187-1212.
[3] Enkel E,Kausch C,Gassmann O. Managing the risk of customer integration[J]. European Management Journal,2005,23(2):203-213.
[4] Ryals L J,Holt S. Creating and capturing value in KAM relationships[J]. Journal of Strategic Marketing,2007,15(5):403-420.
[5] Wagner S M,Lindemann E. Determinants of value sharing in channel relationships[J]. Journal of Business and Industrial Marketing,2008,23(8):544-553.
[6] Walter A,Auer M,Ritter T. The impact of network capabilities and entrepreneurial orientation on university spin-off performance[J]. Journal of Business Venturing,2006,21(4):541-567.
[7] Gulati R,Wang L O. Size of the pie and share of the pie:implications of network embeddedness and business relatedness for value creation and value appropriation in joint ventures[A]. In Buskens V,Raub W,Snijders C,eds. The Governance of Relations in Markets and Organizations[C]. Emerald Group Publishing Limited,Bingley,2003. 209-242.
[8] Gnyawali D R,Madhavan R. Cooperative networks and competitive dynamics:a structural embeddedness perspective[J]. Academy of Management Review,2001,26(3):431-445.
[9]姜翰,金占明.企业间关系强度对关系价值机制影响的实证研究——基于企业间相互依赖性视角[J].管理世界,2008,(12):114-125.
[10] Zeng F,Chen Y,Dong M C,et al.. Understanding distributor opportunism in a horizontal network[J].Industrial Marketing Management,2015,46(4):171-182.
[11]张闯,张涛,庄贵军.渠道权力应用,冲突与合作:营销渠道网络结构嵌入的影响[J].商业经济与管理,2015,(2):57-67.
[12] Walter A,Ritter T,Gemünden H G. Value creation in buyer-seller relationships:theoretical considerations and empirical results from a supplier’s perspective[J].Industrial Marketing Management, 2001, 30(4):365-377.
[13] Wagner S M,Eggert A,Lindemann E. Creating and appropriating value in collaborative relationships[J].Journal of Business Research,2010,63(8):840-848.
[14] Coff R W. When competitive advantage doesn’t lead to performance:the resource-based view and stakeholder bargaining power[J]. Organization Science,1999,10(2):119-133.
[15] Mitchell V W,Schlegelmilch B B,Mone S D. Why should I attend? The value of business networking events[J]. Industrial Marketing Management,2016,52:100-108.
[16] Hagedoorn J,Roijakkers N,Kranenburg H. Inter-firm R&D networks:the importance of strategic network capabilities for high-tech partnership formation[J].British Journal of Management,2006,17(1):39-53.
[17] Thornton S C,Henneberg S C,Naude P. Conceptualizing and validating organizational networking as a second-order formative construct[J]. Industrial Marketing Management,2014,43(6):951-966.
[18] Obloj T,Capron L. Role of resource gap and value appropriation:effect of reputation gap on price premium in online auctions[J]. Strategic Management Journal,2011,32(4):447-456.
[19] Adegbesan J A,Higgins M J. The intra-alliance division of value created through collaboration[J]. Strategic Management Journal,2011,32(2):187-211.
[20] Mullins L J. Management and organizational behavior[M].Harlow:Pearson Education Press,2007. 170-182.
[21] French J R P,Raven B. The bases of social power[M]. Ann Arbor:University of Michigan Press,1968.608-610.
[22] Antia K D, Frazier G L. The severity of contract enforcement in interfirm channel relationships[J].Journal of Marketing,2001,65(4):67-81.
[23] Oke A,Idiagbon-Oke M,Walumbwa F. The relationship between brokers’influence,strength of ties and NPD project outcomes in innovation-driven horizontal networks[J]. Journal of Operations Management,2008,26(5):571-589.
[24] Swasy J L. Measuring the bases of social power[J].NA-Advances in Consumer Research, 1979,(6):340-346.
[25] Gao Y,Xie E,Zhou K Z. How does technological diversity in supplier network drive buyer innovation?Relational process and contingencies[J]. Journal of Operations Management,2015,36(2):165-177.
[26] Terpend R,Tyler B B,Krause D R,et al.. Buyersupplier relationships:derived value over two decades[J]. Journal of Supply Chain Management,2008,44(2):28-55.
[27] Baron R M, Kenny D A. The moderator-mediator variable distinction in social psychological research:conceptual,strategic,and statistical considerations[J].Journal of Personality and Social Psychology,1986,51(6):1173-1182.
[28] Preacher K J,Selig J P. Advantages of monte carlo confidence intervals for indirect effects[J]. Communication Methods and Measures,2012,6(2):77-98.