Network development process of international new ventures in internet-enabled markets: service ecosystems approach

siirretty Doriast

Motives of Chinese foreign investments in the Baltic Sea Region

Siirretty Doriast

Sustainable Economy and Emerging Markets

Despite the recent growth figures in solar photovoltaics (PV) installments, it is not easy to create a market for renewable energy in Africa. Institutional barriers hinder the continent’s electrification. This chapter demonstrates how renewable energy companies are constrained by institutions, but how they can design business models to shape institutional arrangements. This is the first empirical study to describe a dynamic approach to business models. The case company Masar relies on a series of actors in its business model. To overcome institutional barriers Masar comes up with technological solutions (e.g. mobility to overcome political barriers, or prepackaging to overcome indigenous resource barriers) and new market practices (e.g., introducing leasing options to overcome financial barriers). The study integrates the role of institutions and institutional arrangements into business model transformation. It also provides an empirical evidence of how companies can experiment and negotiate with resource-integrating actors to develop value propositions that engage actors in transformed market practices. The case also contributes to the diaspora entrepreneurship literature, and the opportunity-driven approach that views diaspora entrepreneurs as institutional change agents. The diaspora entrepreneurs are not simply constrained by institutional environments, but they can drive the market and change institutional arrangements together with other market actors.</p

Concept analysis and development of international service

This article analyses and develops the concept of international service based on a review of 407 articles published in high-ranking international business and service research journals. The review confirms that usage of the key concept of international service is ambiguous, and a new definition is proposed, characterising international service as a value co-creation process between two or more resource-integrating actors that do not share influential institutional arrangements because of national borders. This new definition clarifies conceptual differences between international service, international activity and intercultural (cross-cultural) service, and between international product and service. The revised definition also highlights the existence of differences other than cultural variation and how differing institutional arrangements may in part be an effect of national borders. The study advances theory development in this research domain by providing a conceptually sound definition of international service, potentially eliminating some of the conceptual confusion that has until now posed challenges for the operationalisation of key concepts in the field. The new definition can also be expected to enhance collaboration between international business and service researchers.</p

13th Vaasa Conference on International Business, August 27-28, 2015: Conference Programme

Scholars have recently become interested in &lsquo;market-shaping&rsquo;. Within this emerging field, scholars have requested more understanding on how single market actors can influence the existing market practices. Further, there have been calls for broader approaches that go beyond the customer&ndash;supplier dyad. We study market-shaping by focusing on how a foreign subsidiary can influence local companies in the context of an emerging economy. Unique to the market-shaping literature, we focus on the translation mechanisms that are employed in spreading the market-shaping ideas. The findings are based on the explorative longitudinal single case study conducted in St. Petersburg bread market, covering a timespan from 1997 to 2007. We contribute to the market-shaping literature by discussing the translation mechanisms of market-shaping ideas. In our study, we identify six translation mechanisms, namely training, demonstration, requirements, management mobility, consultation, and informal interaction.</p

Delineating the fuzzy front end of market shaping

Emerging perspectives define markets as continuous, malleable processes that can be shaped through various activities. In this research, the authors address the early phase of such market-shaping processes, developing a conceptual framework and linking the front-end phase to an overall market-shaping process. We propose and develop a fuzzy front end (FFE) concept centered around the market image to reflect market shaping's less organized and more exploratory early phase. Nine propositions outline this critical phase and its fundamental dimensions, roles, and characteristics. Finally, by outlining the FFE of market shaping, this article reveals future research directions for elaborating on the concept.© 2023 The Author(s). Published by Elsevier Inc. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).fi=vertaisarvioitu|en=peerReviewed

Information and Knowledge Processes in Health Care Value Co-Creation and Co-Destruction

The purpose of this article is to explore how information and knowledge processes (IKPs) influence co-creation and co-destruction of value in a health service system. A qualitative, single embedded case-approach is taken to develop theory through a systematic combining of theoretical framework, empirical fieldwork, and case analysis. Six theoretical propositions are set to describe the linkage between IKPs and value co-creation (and co-destruction). The article contributes to health marketing and transformative service research by linking organizational activities to the motivation and empowerment of patients and their families, by highlighting the importance of the role of knowledge integration in value co-creation, by introducing a shift toward systems thinking, by conceptualizing value as manifested as health behavior change, and by underlining that health care processes may have a negative (value co-destructing) influence on the well-being of actors.</p

Translation Mechanisms of International Market Shaping: The Transformation of St. Petersburg Bread Market from 1997–2007

There is a need to understand how indigenous markets transform following foreign entry. We refer to this transformation as international market shaping—the progression of a set of cross-border activities that contribute to changes in economic exchange. Building on the markets-as-practice literature and an explorative longitudinal single-case study conducted in the St. Petersburg bread market (1997–2007), we study international market-shaping mechanisms that translate a foreign company’s idea of a market into market practices. We contribute to the literature by identifying four translation mechanisms of international market shaping: advice, demonstration, requirements and management mobility.</p