Is customer participation in value creation a double-edged sword? Evidence from professional financial services across cultures
… Because our purpose is to understand the value creation process when customers participate
and interact with employees in services, we do not consider firm and customer production (…
and interact with employees in services, we do not consider firm and customer production (…
Digital services taxes: principle as a double-edged sword
J Vella - National Tax Journal, 2019 - journals.uchicago.edu
… “value creation” as the guiding principle for designing its digital services tax (DST). This article
argues that this principle acts as a double-edged sword. … that the value creation principle …
argues that this principle acts as a double-edged sword. … that the value creation principle …
Opportunities and challenges of value co-creation: The role of customer involvement in hotel service development
S Ma, H Gu, Y Wang, DP Hampson - International Journal of …, 2017 - emerald.com
… The purpose of this paper is to identify the double-edged sword of customer involvement (perceived
relationship quality and coordination cost) in new service development in the hotel …
relationship quality and coordination cost) in new service development in the hotel …
The double‐edged sword of recombination in breakthrough innovation
… the sole driver of economic value nor that recombination only serves to generate novel ideas
and has no direct effects on the degree of economic value created. For example, combining …
and has no direct effects on the degree of economic value created. For example, combining …
Exploring the double-edged sword of familiness from a knowledge-based perspective
O Belkhodja, A Daghfous - Baltic Journal of Management, 2020 - emerald.com
… The latter are exploited to manage the family firm's knowledge resources and leverage them
in ways that secure advantages in terms of value creation and competitive advantage. The …
in ways that secure advantages in terms of value creation and competitive advantage. The …
Is transparency a double-edged sword in citizen satisfaction with public service? Evidence from China's public healthcare
Y Yang - Journal of Service Theory and Practice, 2018 - emerald.com
… value creation and simultaneously make use of opportunities to directly and actively influence
its customers’ value creation … contribute to the customer value creation process. Enriching …
its customers’ value creation … contribute to the customer value creation process. Enriching …
The double-edged sword of networking: Complementary and substitutive effects of networking capability in China
Z Yang, Z Huang, F Wang, C Feng - Industrial Marketing Management, 2018 - Elsevier
… Overall, our argument that networking capability is a double-edged sword for a firm has two
… , this study deepens our understanding of how networking capability affects value creation. …
… , this study deepens our understanding of how networking capability affects value creation. …
Customer-to-customer value co-creation and co-destruction in sporting events
… value co-creation and co-destruction literature by highlighting other customers as potential
value … that customer behaviors can serve as a double-edged sword, and it offers golf event …
value … that customer behaviors can serve as a double-edged sword, and it offers golf event …
[PDF][PDF] Coping with the double-edged sword of data sharing in ecosystems
… But also, operative or monetizable data that has been analyzed has a similar potential for
value creation, and it should be protected or subject to the mitigation of potential risks. …
value creation, and it should be protected or subject to the mitigation of potential risks. …
Swinging a double-edged sword: The effect of slack on entrepreneurial management and growth
… A firm's resource orientation is more entrepreneurial to the extent that it attempts to
minimize the firm's resources committed while attempting to maximize value creation. A firm's …
minimize the firm's resources committed while attempting to maximize value creation. A firm's …
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