Customer's potential value: The role of learning

Current views on value creation emphasize the role of the customer, mutual investments, and value co-creation. Nevertheless, at present the customer-focused research concentrates on value expectations and value experiences as outcomes but disregards the analysis of potential value that is dependent on the customer's activity and learning in the process. The present study explores customer perceived value as a multidimensional phenomenon incorporating expected, realized, and potential dimensions. Using a real-life experiment, the study shows the role of customer learning particularly in realizing the potential value of novel technological services. To understand and achieve the potential value, customers need first to unlearn their current practices, second, to learn how to use the novel service, and third, to envision the best ways to use the novel service. Hence, a sacrifice made in the present day (i.e. learning efforts) will increase the potential value-in-use in the future

Technology Based-Entrepreneurship: Measurement Technology Perspective

Currently, there are several papers on the New Technology Based Firms (NTBFs) yet the case studies of measurement technology appear to not be available. This work aims to present the entrepreneurial processes of Finnish measurement technology firms. Eight interviews were conducted with the key players of the industry. Successfully, the outcomes of the study revealed that there are five interconnected and interactive phases for new technology commercialization; they are not static and they are continuous in a circular mode. Likewise, there are two facilitators – networking and market potential which serve as linked pins for the identified stages. Furthermore, financing, research and development (R&D), government supports and the entrepreneurship issues were found to be highly relevant for NTBFs. Most importantly, this study presents a new model, which can be adopted by technology entrepreneurs for their invention valorizations.</p

Networks and social relationships in organizing international joint ventures : analysis of the network dynamics of a Nordic-Polish joint venture

fi=vertaisarvioitu|en=peerReviewed

Choice and management of entry strategies in international business

fi=vertaisarvioimaton|en=nonPeerReviewed

Parhaisiin käytäntöihin pohjautuva malli yrittäjyyskoulutusohjelmien kehittämiseen

fi=vertaisarvioimaton|en=nonPeerReviewed

Embeddedness and networking as drivers in developing an international joint venture

In this article we regard embeddedness in relationship networks as a key issue in the development of an international joint venture (IJV). We look at IJVs from a perspective which highlights the role of network relationships and of networking behaviour. This perspective suggests that the development of an IJV is not a dyadic or an organisation-level process, but is rather a process embedded in extensive networks of relationships and driven by individual-level action for relationship-building. We elaborate on this network action perspective to IJVs by reference to a longitudinal case study of the 12-year development process of a greenfield equity IJV. In interpreting the findings we suggest convincing, compromising, resourcing, internal organising and legitimising as the behaviours associated with the changing of the relational embeddedness and the developing of the IJV.International joint venture Embeddedness Networking