Complementary Products

Avgeropoulos, Stephanos; Sammut‐Bonnici, Tanya; McGee, John

doi:10.1002/9781118785317.weom120105

Cited by 4 publications

(2 citation statements)

References 3 publications

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“…The term strategic renewal is defined as the managerial processes that are used to modify and replace the current business model of an organization in order to cope with the emerging environmental risks and to take advantage of rising opportunities for the success and survival of organization in long run (Avgeropoulos et al, 2014;Shah et al, 2019a).…”

Section: Introductionmentioning

confidence: 99%

The role of social capital in augmenting strategic renewal of SMEs: does entrepreneurial orientation and organizational flexibility really matter?

Khan

Majid

Yasir

et al. 2021

WJEMSD

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PurposeThe objective of this study is to evaluate the key issues that how social capital augments the initiation of strategic renewal through the mediating role of entrepreneurial orientation and the moderating role of organizational flexibility. In the context of Small and Medium Enterprises (SMEs) of developing economies, the study developed and tested the theoretical model of strategic renewal for analyzing its major outputs.Design/methodology/approachThis study utilized cross-sectional design and employ quantitative approach. The data were collected from the owner, managers and executive directors of pharmaceutical SMEs of Pakistan. The study used statistical analysis of correlation and regression for the analysis of data.FindingsThe study discovered that entrepreneurial orientation mediates the positive relationship of social capital and strategic renewal. Moreover, high organizational flexibility strengthens the association between social capital and strategic renewal of SMEs.Originality/valueThis research contributes to the body of knowledge by providing empirical evidence that how to thrive the mechanism of strategic renewal. The study further provides understanding of the effects of organizational social capital, entrepreneurial orientation and organizational flexibility on strategic renewal.

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Section: Introductionmentioning

confidence: 99%

The role of social capital in augmenting strategic renewal of SMEs: does entrepreneurial orientation and organizational flexibility really matter?

Khan

Majid

Yasir

et al. 2021

WJEMSD

View full text Add to dashboard Cite

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“…The overall utility is increased whenever both products are used together. The market demand of complementary products depends upon both products [3]. Car and fuel, camera and memory card, toothpaste and brush-these are a few examples of complementary products.…”

Section: Introductionmentioning

confidence: 99%

Pricing Decision within an Inventory Model for Complementary and Substitutable Products

et al. 2019

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A combination of substitutable and complementary products is very important for any business industry to make all-round profit from different aspects. How deterioration affects complementary products or substitutable products is discussed in this study. This study investigates the pricing and inventory decisions for complementary and substitutable items which are deteriorating in nature. Four models are analyzed where the demand of one product is dependent upon the selling price and the price of another product. This paper tries to compute the optimum prices and order quantities to optimize the total profit, which is the main aim. Theoretically, this model is solved by a classical optimization method. Numerical examples demonstrate the applicability of this model. Results conclude that the total profit is dependent on the degree of substitutability and complementarity. A sensitivity analysis of optimal solutions is given to test the stability of the proposed model.

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Value creation in the 4IR

Azionya

2023

DPS

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Value creation in the 4IR is customer-centric, interactive and hyper-personalised. Real-time consumer brand experiences, interactions and relations can be transformed into quantifiable data that can be monitored and tracked (‘datafication’). This study theorises that platform ecosystems, including millennials, converge on digital multisided platforms (MSPs), which are sociotechnical constructs that foment and generate significant value for platform owners and users. As value creation has risen as a digital economy business imperative, and a subject for academic research, the importance of millennials to brands warrants further investigation. This study aims to show how the interplay of social relations between millennials and brands, along with technology, are used to create value from the millennials’ perspective. To this end, it uses a consumer-dominant logic to explain and predict novel connections between key value creation constructs by millennial prosumers, including sole-creation, co-creation, collaboration, value destruction, value depreciation and value co-destruction. It presents three propositions that reimagine fit-for-purpose brands as interoperable constructs which exhibit complementarity, as well as the social dynamics of millennial interaction on digital MSPs. Findings indicate a cyclical value-interdependent relational system between millennials and brands, where millennial interaction leads to the creation or destruction of value. It also demonstrates how brands and platform owners can collaborate with millennials as an important and technologically savvy generation to co-create, capture and communicate value on digital MSPs.

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Complementary Products

Cited by 4 publications

References 3 publications

The role of social capital in augmenting strategic renewal of SMEs: does entrepreneurial orientation and organizational flexibility really matter?

The role of social capital in augmenting strategic renewal of SMEs: does entrepreneurial orientation and organizational flexibility really matter?

Pricing Decision within an Inventory Model for Complementary and Substitutable Products

Value creation in the 4IR

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