1,720,999 research outputs found
Il knowledge management nell'era del crowd. Strumenti operativi e strategie di successo per le micro-imprese
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Innovation and knowledge sharing in crowdfunding: how social dynamics affect project success
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Key account management and value co-creation in multi-stakeholder ecosystems. A “market access” mix
No full textPurpose– The present study aims to contribute to the growing stream of literature about the network perspective of value co-creation via key account management (KAM) by exploring how rms, in complex industrial markets, use key account strategies to create value, not only for buyers and sellers of industrial products/services but also, more widely, for larger ecosystems of stakeholders. The research question this paper seeks to address is how the KAM approach promotes value co-creation in multi-stakeholder ecosystem.
Design/methodology/approach– To answer this research question, this study uses a qualitative research approach based on data triangulation. This study focuses on the market access (MA) strategies implemented by a multinational UK-based pharmaceutical company within the Italian multi-stakeholder health-care ecosystem over several years.
Findings– The results show that KAM in complex networks acts as a catalyst for value creation, through multiple interactions with different actors and an ad hoc configuration of five strategic levers: product performance, economic impact, institutional relationships, commercial organisation and communication. These levers are able to unlock the appropriate value drivers and form a specific “market access mix” implemented by the firm to both promote the adoption of the firm’s products and generate value for all market stakeholders.
Originality/value– The study offers an innovative and comprehensive evidence-based model for designing specific MA strategies aimed at co-creating value within multi-stakeholder ecosystems. The proposed MA mix outlines the fact that knowledge, relationships and innovation are not unique factors that can be leveraged by stakeholders to co-create value
Improving business models through augmented reality applications. Evidence from history, theory and practice
No full textIndustrial Convergence and Digital Skills in Service Industries: An Explorative Analysis
No full textThe Power of Augmented Reality for Smart Environments: An Explorative Analysis of the Business Process Management
No full textThe chapter proposes an explorative analysis of the use of augmented reality for smart environments highlighting the twofold capability of augmented reality in improving business processes and business environments. Thus, the research question is: “how does augmented reality forge smart environments by improving the business process?” We report evidence from various fields of application such as military, medicine, architecture, automotive, and retail. Indeed, the results show improvements and influences of augmented reality in terms of information management, planning and control, change process, knowledge and performance management, people and customer management, providing a cross-analysis between four dimensions of an organization: resources, process, people, and customer. These improvements enhance business workplaces and connected activities such as learning rooms, online and offline stores, operational rooms, and manufacturing and maintenance departments. The evidence from this study suggests that companies should analyze changes brought by augmented reality about the business process and redesign process to ensure a beneficial impact on the whole business
Industrial Convergence and Industrial Crisis: A Situational Analysis About Precision Medicine During the Covid-19 Pandemic
No full textAn exploratory study on the acceptance of new sustainable medical devices for biomedical and industrial applications
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