Series editor(s): Naresh K. Malhotra
Subject Area: Marketing
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|Title:||The Role of the Knowledgeable Customer in Business Network Learning, Value Creation, and Innovation|
|Author(s):||Linda D. Peters|
|Volume:||9 Editor(s): Stephen L. Vargo, Robert F. Lusch ISBN: 978-1-78052-912-7 eISBN: 978-1-78052-913-4|
|Citation:||Linda D. Peters (2012), The Role of the Knowledgeable Customer in Business Network Learning, Value Creation, and Innovation, in Stephen L. Vargo, Robert F. Lusch (ed.) Special Issue – Toward a Better Understanding of the Role of Value in Markets and Marketing (Review of Marketing Research, Volume 9), Emerald Group Publishing Limited, pp.127-169|
|DOI:||10.1108/S1548-6435(2012)0000009009 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
Purpose – This chapter proposes three main objectives in relation to understanding customer involvement in business networks. First, to identify important aspects of the network structure and environment and how the actions of the customer and other network participants create and maintain these. Second, to identify and explore the mechanisms and processes of resource integration in the network. Third, to identify the capabilities and competencies that customers bring to the network, and to understand how these are enhanced and developed.
Methodology/approach – Conceptual.
Research implications – We recognize that aspects of the resources themselves are important and that the characteristics of the resource and the way in which partners align them were key components of resource analysis.
Practical implications – We note that the interaction of different operant and operand resource combinations opens new doors to customer knowledgeability and involvement, where power over either authoritative or allocative resources in itself will not guarantee value creation.
Social implications – We support the call for the development of more sociologically enriched and complex models of interagent resource exchange. In particular, we would advise the need for a better understanding of how different network structures and environments are created and maintained through domination, legitimation, and signification processes.
Originality/value of chapter – This chapter addresses the gap in our understanding of how customer involvement in business-to-business networks may influence learning, value cocreation, and innovation. This chapter makes an important contribution to research in the field in that it investigates how the inclusion of the customer in business networks alters current assumptions and practices.
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