ABSTRACT: This study aimed to analyze the relationships between the determinants of value appropriation and the innovation strategies in smallholder farming. A survey was conducted with 199 smallholders in the municipality of Guarapuava, in the state of Paraná (PR), Brazil. This quantitative study analyzes data through descriptive statistics and correlation. Results showed that, in general, farmers do not access the determinants of value appropriation through innovation. However, access to government programs aimed commercialization and cooperativism demonstrating a relationship with the determinants of appropriation of value created by innovation. This study contributed to the understanding of mechanisms that allow farmers to obtain better results through innovation strategies.
PurposeThis study aims to examine the role of channel strategies in value appropriation and their effects on firm value with the consideration of situational factors.Design/methodology/approachAn empirical study with secondary data is conducted in the context of public franchised channels. The authors use Entrepreneur Franchise Top 500 (2012) as the sampling frame and merge the data from three sources to create the final data set. A set of models are built to test the hypotheses in a hierarchical manner.FindingsValue appropriation provides a solid rationale to link marketing channel strategies to firm value. Channel integration is an effective strategy driving intangible firm value. The influence of channel compression on intangible firm value depends on its interaction with other marketing environmental variables.Research limitations/implicationsFirst, the sample size in this study is relatively small though these samples show high representativeness. Second, the empirical analysis in this study focuses on the franchised channels because of data availability.Practical implicationsManagers should consider the role of value appropriation when developing new channel strategies. A channel strategy deserves firm-level attention and resources because of its relevance to firm value. Managers should examine channel environment carefully and deploy internal resources to augment the potential of value appropriation strategies in channels.Originality/valueThis study is among the first to investigate the value relevance of marketing channel strategies from a value appropriation perspective. It identifies profit appropriation and resource appropriation as two mechanisms of value appropriation in marketing channels and uses these two processes to link channel integration and channel compression strategies with firm value.
Purpose The purpose of this paper is to consider how value can be better defined and to understand the drivers of value appropriation in business relationships. In doing so, the authors explore the role that power plays in determining the sharing of value in those relationships.
Design/methodology/approach This paper contains a conceptual discussion about value and the appropriation of value in business relationships, which leads to the development of a methodology for assessing the sharing of value.
Findings In this paper, the authors have developed a view of total value in supply chain relationships. They argue that the value of the relationship is the sum of the customer and supplier value, including both tangible and intangible benefits and sacrifices. In addition, they maintain that the appropriation of value in a business relationship is reliant upon: the power both parties possess; the direct and tangible value each party has to offer; and the indirect and intangible value that each has to offer. They also provide a methodology, which can be used to determine the sharing of value between two actors within a business exchange.
Research limitations/implications In arriving at the conceptualisation of total value and in the discussion of value appropriation in business relationships, the authors drew upon extant literature. However, a limitation is that they were unable to fully consider all the academic discourse centred on value and value appropriation.
Originality/value The discussion brings together the issues of customer value and supplier value to the concept of "total value". Thereafter, it links the contentious issue of buyer and supplier power, so as to better understand the appropriation of value in business relationships.
Purpose– Value appropriation is a central, yet neglected aspect in business exchange research. The purpose of the paper is to generate an overview of research on active value appropriation in business exchange and provide the foundation for further research into value appropriation, as well as some initial guidance for managers.Design/methodology/approach– Literatures investigating value appropriation were identified by the means of a systematic review of the overall management literature.Findings– The authors provide an overview and comparison of the literatures and find that they apply diverse understandings of the value appropriation process and emphasize different mechanisms and outcomes of value appropriation.Research limitations/implications– Based on the literature comparison and discussion, in combination with inspiration from alternative business exchange literature, the authors propose four areas with high potential for future research into value appropriation: network position effects, appropriation acts and behaviors, buyer-seller relationship effects, and appropriation over time.Practical implications– Boundary spanning managers acting in industrial markets must master the difficult balance between value creation and appropriation. This review has provided an overview of the many managerial options for value appropriation and created knowledge on the effects of the various appropriation mechanisms enabling managers to secure company rents while not jeopardizing value creation.Originality/value– To the authors' knowledge, this paper represents the first attempt at reviewing the management literature on value appropriation in business exchange. The authors provide overview, details, comparisons, and frame a research agenda as a first step towards establishing value appropriation as a key phenomenon in business exchange research.
Purpose The increasingly complex business-to-business (B2B) sales process necessitates that sales managers strike the right balance between appropriate resource allocation, while also maintaining the profitability of the organization. While previous research has mainly focused on how changes in the business environment pose distinct challenges to salespeople, very little research has focused on how sales managers should react to these complex situations. Drawing upon the extant sales research, this paper aims to point to a gap in the literature of how sales managers deal with the complexity associated with the sales process and deal with the same.
Design/methodology/approach Methods from the grounded theory research approach were used to conduct 18 in-depth interviews with B2B sales managers. Purposive sampling was used to identify the participants.
Findings A taxonomy of sales situations that reflects the changing complexity of the sales function and how sales managers need to orchestrate their resource allocation decisions to ensure appropriate value capture from B2B relationships emerged within the themes. This paper highlights four fundamental tenets of sales situations that account for both the complexity of the sales process and the value appropriation challenge that sales managers face.
Practical implications The taxonomy will help sales managers have a better understanding of the changing complexity in the B2B sales process and help them with decisions making. Sales managers can orchestrate their resource allocation to achieve value appropriation.
Originality/value This paper develops a new taxonomy of the sales situation. It unravels the changing complexity of the B2B sales process and discusses how value appropriation can be achieved by sales managers.
The management paradigm is formulated both by the scientific environment, as well as by the managers of organisations. Both environments formulate management paradigms which relate to values. As far as the paradigm of the first group is relatively easy to identify, the second is much more difficult to define, as the analysis must be supplemented with the examination of the actual behaviour of enterprises. The article discusses the essential components of the paradigms formulated by both environments, including the common contents of these paradigms and the differences. The author suggested changes to both paradigms taking into account their interdependence.
AbstractThe impact of environmental regulation on the competitiveness of firms and industries remains a hot topic. Since the formulation of the Porter hypothesis, scholars from different research areas have tried to confirm or deny it. However, despite a vast literature engaging this debate, it remains unclear whether and under what conditions the hypothesis could be considered valid. We believe that this is due to the need to consider some additional factors. The aim of this review is to propose additional and significant themes, namely value appropriation and pollution intensity, to be considered when examining the impact of environmental regulation on the innovation and profitability of firms. Results show that the validity of the Porter hypothesis cannot be proved in any condition, but at the same time, there are additional factors that have a relevant influence on that construct, which can lead to a validation or rejection of the hypothesis.
