Triadic Value Propositions: When It Takes More Than Two to Tango
Published Online:2 Sep 2016https://doi.org/10.1287/serv.2016.0145
References
- (1997) Changes in the theory of interorganizational relations in marketing: Toward a network paradigm. J. Acad. Marketing Sci. 25(1):56–71.Crossref, Google Scholar
- (2007) Value Merchants: Demonstrating and Documenting Superior Value in Business Markets (Harvard Business School Press, Boston).Google Scholar
- (2006) Customer value propositions in business markets. Harvard Bus. Rev. 84(3):90–99.Google Scholar
- (2003) A relationship mediated theory of internal marketing. Eur. J. Marketing 37(9):1242–1260.Crossref, Google Scholar
- (2006) Creating value-in-use through marketing interaction: The exchange logic of relating, communicating and knowing. Marketing Theory 6(3):335–348.Crossref, Google Scholar
- (2011) Value propositions as communication practice: Taking a wider view. Indust. Marketing Management 40(2):202–210.Crossref, Google Scholar
- (2014) Value transformation in the mobile service ecosystem: A study of app store emergence and growth. Service Sci. 4(1):24–41.Link, Google Scholar
- (2015) Service systems: A broadened framework and research agenda on value propositions, engagement, and service experience. J. Service Res. 18(1):6–22.Crossref, Google Scholar
- (2009a) Go ahead, leap: Triads and their practical and theoretical import: In response to “To leap or not to leap: Triads as arbitrary subsets of networks of connected dyads” by Anna Dubois. J. Purchasing Supply Management 15(4):269–270.Crossref, Google Scholar
- (2009b) Taking the leap from dyads to triads: Buyer–supplier relationships in supply networks. J. Purchasing and Supply Management 15(4):263–266.Crossref, Google Scholar
- (1958) Relational analysis: The study on social organization with survey methods. Human Organ. 17(4):28–36.Crossref, Google Scholar
- (2012) The impact of network configurations on value constellations in business markets—The case of an innovation network. Indust. Marketing Management 41(1):54–67.Crossref, Google Scholar
- (2008) Marketing solutions in accordance with the S-D logic: Co-creating value with customer network actors. Indust. Marketing Management 37(3):270–277.Crossref, Google Scholar
- (2015) Value proposition evolution and the performance of internal corporate ventures. J. Bus. Venturing 30(5):749–774.Crossref, Google Scholar
- (2002) Systematic combining: An abductive approach to case research. J. Bus. Res. 55(7):553–560.Crossref, Google Scholar
- (2000) Creating and managing a high performance knowledge-sharing network: The Toyota case. Strategic Management J. 21(3):345–368.Crossref, Google Scholar
- (1989) Building theory from case study research. Acad. Management Rev. 14(4):532–550.Crossref, Google Scholar
- (2013) A manufacturer moving upstream: Triadic collaboration for service delivery. Supply Chain Management: Internat. J. 18(1):21–33.Crossref, Google Scholar
- (2006) Striving for integrated value chain management given a service-dominant logic for marketing. Lusch RF, Vargo SL, eds. The Service-Dominant Logic of Marketing: Dialog, Debate, and Directions (ME Shape, Armonk, NY), 139–149.Google Scholar
- (2011) IMP and service-dominant logic: Divergence, convergence and development. Indust. Marketing Management 40(2):231–239.Crossref, Google Scholar
- (1986) How do companies interact? Indust. Management Purchasing 1(1):339–354.Google Scholar
- (2011) A stakeholder perspective of the value proposition concept. Eur. J. Marketing 45(1/2):223–240.Crossref, Google Scholar
- (2014) Value propositions: A service ecosystems perspective. Marketing Theory 14(3):327–351.Crossref, Google Scholar
- (2002) A critical look at technological innovation typology and innovativeness terminology: A literature review. J. Product Innovation Management 19(2):110–132.Crossref, Google Scholar
- (2012) Customer-focused and service-focused orientation in organizational structures. J. Bus. Indust. Marketing 27(7):527–537.Crossref, Google Scholar
- (2013) Characterizing service networks for moving from products to solutions. Indust. Marketing Management 42(1):31–46.Crossref, Google Scholar
- (2008) What passes as a rigorous case study? Strategic Management J. 29(13):1465–1474.Crossref, Google Scholar
- (1994) Group vs. group: How alliance networks compete. Harvard Bus. Rev. 72(4):62–67.Google Scholar
- (1978) A service-orientated approach to marketing of services. Eur. J. Marketing 12(8):588–601.Crossref, Google Scholar
- (2008) Service-dominant logic revisited: Who creates value? And who co-creates? Eur. Bus. Rev. 20(4):298–314.Crossref, Google Scholar
- (2014) The service revolution and its marketing implications: Service logic vs. service-dominant logic. Managing Service Quality 24(3):206–229.Crossref, Google Scholar
- (2000) Qualitative Methods in Management Research (Sage Publications, Thousand Oaks, CA).Google Scholar
- (2002) How should companies interact in business networks? J. Bus. Res. 55(2):133–139.Crossref, Google Scholar
- (1995) Developing Relationships in Business Networks (Routledge, London).Google Scholar
- (2005) Using case methods in the study of contemporary business networks. J. Bus. Res. 58(9):1287–1297.Crossref, Google Scholar
- (2004) International business-relationship triads. Internat. Marketing Rev. 21(2):172–186.Crossref, Google Scholar
- (2010) Relationship development in business triads—Case studies in corporate travel management. J. Bus. Market Management 4(2):73–90.Crossref, Google Scholar
- (1999) Perception configurations in business relationships. Management Decision 37(9):686–696.Crossref, Google Scholar
- (1997) What are relationships in business networks? Management Decision 35(4):304–309.Crossref, Google Scholar
- IfM, IBM (2008) Succeeding through service innovation: A service perspective for education, research, business and government. Accessed August 20, 2015, http://www.ifm.eng.cam.ac.uk/resources/service/succeeding-through-service-innovation/.Google Scholar
- (2015) An analytical framework for value co-production in services. Service Sci. 7(3):163–180.Link, Google Scholar
- (2014) From dumb iron to big data: Caterpillar’s dealer sales push. Reuters Business News (March 20), http://www.reuters.com/article/us-caterpillar-dealers-insight-idUSBREA2J0Q320140320.Google Scholar
- (1995) Service logic: Achieving service system integration. Internat. J. Service Indust. Management 6(4):20–39.Crossref, Google Scholar
- (2005) Abductive reasoning in logistics research. Internat. J. Physical Distribution Logist. Management 35(2):132–144.Crossref, Google Scholar
- (2011) Dynamics of value propositions: Insights from service-dominant logic. Eur. J. Marketing 45(1):277–294.Crossref, Google Scholar
- (2013) Any way goes: Identifying value constellations for service infusion in SMEs. Indust. Marketing Management 42(1):18–30.Crossref, Google Scholar
- (2012) The co-creative practice of forming a value proposition. J. Marketing Management 28(13–14):1553–1570.Crossref, Google Scholar
- (2014) Exploring multi-actor value creation in IT service processes. J. Inform. Tech. 29(2):170–185.Crossref, Google Scholar
- (2003) From the vendor’s perspective: Exploring the value proposition in information technology outsourcing. MIS Quart. 27(3):331–364.Crossref, Google Scholar
- (2011) A stakeholder-unifying, cocreation philosophy for marketing. J. Macromarketing 31(2):129–134.Crossref, Google Scholar
- (2004) Two’s company, three’s a crowd? Triads in cooperative-competitive networks. Acad. Management J. 47(6):918–927.Crossref, Google Scholar
- (2008) Fundamentals of service science. J. Acad. Marketing Sci. 36(1):18–20.Crossref, Google Scholar
- (2015) Motivational profiling of store brand shoppers: Differences across quality tiers. Marketing Lett. 26(2):187–200.Crossref, Google Scholar
- (2008) Buyer-seller information asymmetry: Challenges to distributive and corrective justice. J. Macromarketing 28(1):68–84.Crossref, Google Scholar
- (2008) Moving from basic offerings to value-added solutions: Strategies, barriers and alignment. Indust. Marketing Management 37(3):316–328.Crossref, Google Scholar
- (1999) Managing radical product development in large manufacturing firms: A longitudinal study. J. Oper. Management 17(6):631–645.Crossref, Google Scholar
- (2006) Role of knowledge in value creation in business nets. J. Management Stud. 43(5):985–1007.Crossref, Google Scholar
- (2014) The intermediator role in value co-creation within a triadic business service relationship. Indust. Marketing Management 43(6):977–984.Crossref, Google Scholar
- (2008) Manufacturers forming successful complex business services: Designing an organization to fit the market. Internat. J. Service Indust. Management 19(2):232–251.Crossref, Google Scholar
- (2013) Disintermediation mechanisms in industrial service channels: Mechanisms and challenges. J. Bus.-Bus. Marketing 20(4):179–192.Crossref, Google Scholar
- (1970) A Personal Quest for Methodology (Scandinavian Institute for Administrative Research, Stockholm).Google Scholar
- (2001) Reframing Business—When the Map Changes the Landscape (John Wiley & Sons, Chichester, UK).Google Scholar
- (1994) Designing Interactive Strategy: From Value Chain to Value Constellation (John Wiley & Sons, Chichester, UK).Google Scholar
- (2003) Managing the transition from products to services. Internat. J. Service Indust. Management 14(2):160–172.Crossref, Google Scholar
- (2008) Fading configurations in inter-organizational relationships: A case study in the context of cultural sponsorship. J. Bus. Indust. Marketing 23(3):203–212.Crossref, Google Scholar
- (2015) Service research priorities in a rapidly changing context. J. Service Res. 18(2):127–159.Crossref, Google Scholar
- (2014a) Deconstructing the value proposition of an innovation exemplar. Eur. J. Marketing 48(1/2):237–270.Crossref, Google Scholar
- (2014b) Developing superior value propositions: A strategic marketing imperative. J. Service Management 25(2):213–227.Crossref, Google Scholar
- (2008) Managing the co-creation of value. J. Acad. Marketing Sci. 36(1):83–96.Crossref, Google Scholar
- (1987) Context and action in the transformation of the firm. J. Management Stud. 24(6):649–670.Crossref, Google Scholar
- (1990) Longitudinal field research on change: Theory and practice. Organ. Sci. 1(3):267–292.Link, Google Scholar
- (2015) Assessing customer-perceived value in industrial service systems. Service Sci. 7(3):210–226.Link, Google Scholar
- (1999) Value co-production: Intellectual origins and implications for practice and research. Strategic Management J. 20(1):49–65.Crossref, Google Scholar
- (2000) A framework for analyzing interconnectedness of relationships. Indust. Marketing Management 29(4):317–326.Crossref, Google Scholar
- (2009) Twists and turns of triadic business relationship recovery. Indust. Marketing Management 38(6):618–632.Crossref, Google Scholar
- (2014) Reconciling resource integration and value propositions—The dynamics of value co-creation. Sprague RH Jr, ed. Proc. 47th Hawaii Internat. Conf. System Sci., Waikoloa, HI (IEEE Computer Society, Los Alamitos, CA), 1278–1284.Crossref, Google Scholar
- (2014) Exploring value propositions and service innovation: A service-dominant logic study. J. Acad. Marketing Sci. 43(2):137–158.Crossref, Google Scholar
- (2014) Focus Groups: Theory and Practice, Vol. 20 (Sage, Thousand Oaks, CA).Google Scholar
- (2011) Scripting markets: From value propositions to market propositions. Indust. Marketing Management 40(2):255–266.Crossref, Google Scholar
- (2010) Business models, business strategy and innovation. Long Range Planning 43(2–3):172–194.Crossref, Google Scholar
- (1995) The Discipline of Market Leaders (Addison-Wesley, Reading, MA).Google Scholar
- (2012) Reciprocal value propositions in practice: Constraints in digital markets. Indust. Marketing Management 41(1):197–206.Crossref, Google Scholar
- (2009) Service-dominant logic as a foundation for service science: Clarifications. Service Sci. 1(1):32–41.Link, Google Scholar
- (2004) Evolving to a new dominant logic for marketing. J. Marketing 68(January):1–17.Crossref, Google Scholar
- (2015) Innovation through institutionalization: A service ecosystems perspective. Indust. Marketing Management 44(1):63–72.Crossref, Google Scholar
- (2002) Market-Driven Management: How to Define, Develop, and Deliver Customer Value (John Wiley & Sons, Hoboken, NJ).Google Scholar
- (1995) Sensemaking in Organizations (Sage, Thousand Oaks, CA).Google Scholar
- (2006) Developing integrated solutions: The importance of relationships within the network. Indust. Marketing Management 35(7):806–818.Crossref, Google Scholar
- (2003) Case study methods for theory building. J. Bus. Indust. Marketing 18(6/7):493–508.Crossref, Google Scholar
- (2010) Supplier–supplier relationships in buyer–supplier–supplier triads: Implications for supplier performance. J. Oper. Management 28(2):115–123.Crossref, Google Scholar
- (2015) Service triads: A research agenda for buyer–supplier–customer triads in business services. J. Oper. Management 35(May):1–20.Crossref, Google Scholar
- (2003) Case Study Research: Design and Methods (Sage, Thousand Oaks, CA).Google Scholar

