Value creation in production: Reconsideration from interdisciplinary approaches

Kaihara, Toshiya; Nishino, Nariaki; Ueda, Kanji; Tseng, Mitchell M.; Váncza, József; Schönsleben, Paul; Teti, Roberto; Takenaka, Tohru

doi:10.1016/j.cirp.2018.05.002

Cited by 45 publications

(14 citation statements)

References 111 publications

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“…The research found dynamic capabilities and market attractiveness affect cocreation strategy and collaboration strategy, as well as having an impact on the value creations of SMEs. This is in line with previous research in dynamic capabilities of SMEs and value creation in production by Damaskopoulos,Gatautis, & Vitkauskaitė (2008) and Kaihara, Nishino, Ueda, Tseng, Váncza, Schönsleben, & Takenaka, (2018). Dentoni, D., Bitzer, V., & Pascucci, S. (2016) also studied co-creation and dynamic capabilities, where a firm can co-create their dynamic capabilities by engage with their stakeholders.…”

Section: Resultssupporting

confidence: 86%

Value Creations Through Co-Creation and Collaboration Strategy in SMEs Creative Industry

Rahayu

Yuliawati

Fakhrudin

2020

JPEB

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The study focuses on fashion Small Medium Entreprises (SMEs) in Indonesia utilizing strategies and efforts to develop value creations. It is generated by co-creation and collaboration strategy which are supported by market attractiveness and dynamic capabilities. The objectives of this study are to perform analysis on co-creation, collaboration strategy and value creations of SMEs in fashion industry. The research method is descriptive and explanatory survey. The sample size are thirty one SMEs in Bandung and Partial Least Square (PLS) technique was used to test the hypothesis model. The unique findings is co-creation and collaboration strategy have influence on value creations. Market attractiveness or potential profitability be a major input in formulating and implementing both strategies. The phenomena depicted that optimizing market attractiveness and dynamic input capabilities can help SMEs formulate and implement co-creation and collaboration strategy more effectively to create value for customers (value creations). This research gave theoritical recommendation for fashion industry to enhance their value creations process and to develop co-creation and collaborations strategy.

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Section: Resultssupporting

confidence: 86%

Value Creations Through Co-Creation and Collaboration Strategy in SMEs Creative Industry

Rahayu

Yuliawati

Fakhrudin

2020

JPEB

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“…SDL also emphasises the notion of value co-creation, which refers to the processes or activities that underlie mutual resource integration and that incorporate different actor roles into the principle context. In engineering research, innovation has been discussed as seeking a way to create sustainable value (Kaihara et al, 2018;Ueda et al, 2009). A service is expected to be a new possibility to solve sustainability issues.…”

Section: Research Scope Challenge and Approach 21 Innovation As A Co-creative Activity And Research Scopementioning

confidence: 99%

A context analysis method for empathy in co-creative innovation

Tsutsui

Mitake

Hosono

et al. 2021

JAMDSM

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In industrialised countries, the competitiveness of the products/services of the manufacturing industries in the global market is declining due to many factors, including commoditisation, rapid technological growth in developing countries and a lack of creativity within manufacturing companies. For this reason, designers in industrialised countries are required to create more innovative products/services whose novelty does not depend on their own original technology alone but on flexible resource integration among diverse actors. In order to design innovative products/services, empathy must be developed among diverse actors around the premise of the design. However, the ways to understand rationalities of each other is still unclear in extant research. As a result, diverse actors with heterogeneous rationalities fail to empathise to others, and designing innovative products/services as intended is difficult. To address this issue, this study aims to develop a practical method that achieve to understand the rationality of other actor in design innovative products/services. To achieve this, a context analysis method is proposed that captures the other actor's context in formalised procedure. The proposed method includes four steps: conducting an interview to extract information of context, modelling the context, understanding the context and carrying out the depth interview to understand a target actor's rationality completely based on the context modelling result. The proposed method was applied to therapy robot development, which is in its early stage of innovative service design. Moreover, the application result can encourage an actor to understand the other actor's rationality by utilising the proposed method.

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“…The growth and sustainability of European economy requires a change from competition based on cost reduction towards high value added activities by adopting a competitive sustainable manufacturing (CSM) paradigm [12]. Indeed, European countries need continuous innovation to keep their position in a global market place while creating value in a sustainable society [13,14]. The development of the sustainability paradigm has translated over the years into a series of global initiatives with broad objectives but without precise quantitative targets.…”

Section: Missions For Manufacturing Industrymentioning

confidence: 99%

Key Research Priorities for Factories of the Future—Part I: Missions

Tolio

Copani

Terkaj

2019

Factories of the Future

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This chapter investigates research priorities for factories of the future by adopting an approach based on mission-oriented policies to support manufacturing innovation. Missions are challenging from a scientific and technological point of view and, at the same time, are addressing problems and providing results that are understandable by common people. Missions are based on clear targets that can help mitigating grand challenges. Based on the results of the Italian Flagship Project Factories of the Future, this chapter proposes seven missions while identifying the societal impact, the technological and industrial challenges, and the barriers to be overcome. These missions cover topics such as circular economy, rapid and sustainable industrialisation, robotic assistant, factories for personalised medicine, internet of actions, factories close to the people, and turning ideas into products. The accomplishment of missions asks for the support of a proper research environment in terms of infrastructures to test and demonstrate the results to a wide public. Research infrastructures together with funding mechanisms will be better addressed in the next chapter of this book. 20.1 Mission-Oriented Research and Innovation Policies The importance of the manufacturing industry both for developed and developing countries has been assessed in several works [1-4], which highlight the need of continuous innovation to cope with societal grand challenges [5]. The results of inno-T. Tolio Director of the Italian Flagship Project "Factories of the Future", Direttore del Progetto Bandiera "La Fabbrica del Futuro",

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Value creation in production: Reconsideration from interdisciplinary approaches

Cited by 45 publications

References 111 publications

Value Creations Through Co-Creation and Collaboration Strategy in SMEs Creative Industry

Value Creations Through Co-Creation and Collaboration Strategy in SMEs Creative Industry

A context analysis method for empathy in co-creative innovation

Key Research Priorities for Factories of the Future—Part I: Missions

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