Building on Thompson's (1967) typology of long‐linked, intensive, and mediating technologies, this paper explores the idea that the value chain, the value shop, and the value network are three distinct generic value configuration models required to understand and analyze firm‐level value creation logic across a broad range of industries and firms. While the long‐linked technology delivers value by transforming inputs into products, the intensive technology delivers value by resolving unique customer problems, and the mediating technology delivers value by enabling direct and indirect exchanges between customers. With the identification of alternative value creation technologies, value chain analysis is both sharpened and generalized into what we propose as a value configuration analysis approach to the diagnosis of competitive advantage. With the long‐linked technology and the corresponding value chain configuration model as benchmark, the paper reviews the distinctive logic and develops models of the value shop and the value network in terms of primary activity categories, drivers of cost and value, and strategic positioning options. © 1998 John Wiley & Sons, Ltd.

Building on Thompson's (1967)

Even though knowledge management scholars generally advocate explicit management of knowledge, there is research that cautions against the unintended consequences of such efforts. Some researchers go as far as arguing that knowledge and management are contradictory concepts (Alvesson and Kärreman, 2001). This paper explores the apparent double-edged nature of knowledge management by developing a theory-based framework that highlights different fundamental assumptions about knowledge and its management. This framework, which is an adaptation of Burrell and Morgan's four paradigms of social and organizational inquiry, distinguishes among a neo-functionalist, a constructivist, a critical and a dialogic discourse. Copyright Blackwell Publishing Ltd 2004.

No abstract