Purpose -To offer a critical analysis of the literature of solutions offerings; to provide a new conceptual framework, incorporating dimensions that can distinguish between different kinds of solutions, and connect their different characteristics.Design/Methodology/Approach -A critical review of the relevant literature, both 28 contributions identified in a search of three major databases and a range of other published work for the broader perspective, illustrated by real-world examples.Findings -There is no unanimous and rigorous definition of solutions, but rather a number of often broad and generic descriptions that could be applied to a wide array of different offerings, if not generically.Research Limitations/Implications -The sample of subject-specific contributions to the literature may not have been sufficient, and a wider selection of keywords to identify them might have captured a richer variety of concepts and opinions.Originality/Value -This structured and critical review contributes to the literature on services and solutions, by developing a conceptual framework as a basis for future studies and current management strategy.
Purpose
The purpose of this paper is to analyze the subject-specific literature on service and flexibility and derive a conceptualization of the linkages between provider flexibility and customers’ value creation.
Design/methodology/approach
The authors analyze existing perspectives on service and flexibility and propose linkages between provider flexibility and customer value creation.
Findings
Drawing on the service logic literature, and utilizing real-world examples, this paper advances propositions and a conceptual model of how flexibility can contribute to value creation.
Research limitations/implications
This paper establishes the basis for a practical and applicable flexibility perspective on value creation. It is particularly important for service-oriented providers and other firms operating in dynamic contexts.
Practical implications
The propositions and conceptual model offer suggestions on the manner in which provider flexibility contributes to customer value creation. Contextual influences that moderate provider flexibility in value creation are also included.
Originality/value
This paper contributes a novel perspective on service, which may serve as the starting point for the development of a more formal flexibility perspective on value creation.
Due to their inherent uncertainty, emerging high-tech business fields require a unique set of network management capabilities. Drawing from the dynamic capabilities literature and the networking capability literature, we develop a framework for network management in such environments. The framework consists of three interrelated capabilitiescontext handling, network construction, and network position consolidation. A longitudinal case study of a startup company in the smart energy sector validates and provides an illustrative understanding of the three capabilities. The findings identify how they are enacted through a portfolio of activities, providing a microfoundational insight into how a focal actor in an entrepreneurial and explorative manner navigates and manages a business field in the making. Our research contributes a novel conceptualization of network management capabilities with an explicit focus on attracting, establishing and managing relationships in the complex and uncertain environment of emerging high-tech fields. In addition, our research offers guidance to managers with respect to the capabilities they need to galvanize and coalesce actors in an emerging business network.
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