The understanding of value is often described in terms of an industrial view in which value creation is linear, additive process. The emerging view takes a different approach to value creation: it’s interactive, relationships-based and synchronic. But either of these views capture fully the value creating importance of elements present especially in converging industries: coopetition, networks and external relationships. This thesis has been conducted by gathering primary data from telecommunication industry companies in forms of interviews. The studied companies are engaged in numerous different kinds of external relationships and they are viewed as strategically important. Additionally, respondents believed that their companieswere part of a network but no clear illustration of it could be given. For the purpose of describing some of the complexity present, the value network -framework has been developed.
Contents
1. BACKGROUND
1.1. INDUSTRIAL VIEW OF VALUE CREATION
1.2. EMERGING VIEW OF VALUE CREATION
2. PROBLEM
2.1. VALUE NETWORK
2.2. PURPOSE
2.3. PROBLEM QUESTIONS
2.4. DEMARCATIONS
2.5. TARGET AUDIENCE
2.6. THESIS LAYOUT
3. METHOD
3.1. ULTIMATE PRESUMPTIONS
3.2. PARADIGM
3.2.1. POSITIVISM
3.2.2. HERMENEUTICS
3.2.3. MY PARADIGM
3.3. METHODOLOGICAL APPROACHES
3.3.1. ANALYTICAL APPROACH
3.3.2. THE ACTORS APPROACH
3.3.3. THE SYSTEM APPROACH
3.3.4. CHOICE OF APPROACH
3.3.5. INDUCTIVE VS. DEDUCTIVE APPROACH
3.3.6. QUALITATIVE VS. QUANTITATIVE APPROACH
3.4. WORKING PARADIGM
3.4.1. CREATE A PRE-UNDERSTANDING
3.4.2. METHOD FOR COLLECTION OF DATA
3.4.3. SAMPLING
3.4.4. DESIGN OF INTERVIEW GUIDE
3.4.5. INTERVIEW PROCESS
3.4.6. ORGANIZINING INTERVIEW MATERIAL
3.4.7. ANALYSIS AND CONCLUSION
3.5. VALIDITY OF RESEARCH
3.6. CRITIC OF METHOD
4 TELECOMMUNICATION INDUSTRY
4.1. INDUSTRY TRENDS
4.2. FUTURE
4.3. MOBILE COMMERCE
4.4. TELECOMMUNICATION VALUE CHAIN
4.5. SONERA
4.6. NOKIA
5 THEORETICAL DISCUSSION
5.1. WHAT IS VALUE?
5.1.1. ECONIMIC VALUE
5.2. VALUE CHAIN
5.2.1. VALUE SYSTEM
5.2.2. COMPETITIVE SCOPE
5.2.3. PRIMARY CRITIQUE TO VALUE CHAIN
5.3. EMERGING VIEW OF VALUE CREATION
5.3.1. WHAT IS LACKING FROM THE VALUE CONSTELLATION?
5.4. THE BUSINESS ECOSYSTEM
5.5. VIRTUAL VALUE CHAIN
5.6. NETWORK
5.6.1. WHAT IS A NETWORK?
5.6.2. STRATEGIC IMPLICATIONS OF NETWORKS
5.6.3. NETWORK EFFECTS
5.7. INDUSTRIAL NETWORKS
5.7.1. NETWORKS AS RELATIONSHIPS
5.7.2. NETWORKS AS STRUCTURES
5.7.3. NETWORKS AS POSITION
5.7.4. NETWORKS AS PROCESSES
5.8. NETWORK RELATIONSHIPS
5.8.1. NETWORKS AND VALUE CREATION
5.8.2. THE ROAD AHEAD – VALUE NETWORK
5.9. VALUE NETWORK -FRAMEWORK
5.9.1. WHAT FACTORS ARE DRIVING THE DEVELOPMENT?
5.9.2. CONVERGENCE
5.9.3. COOPETITION
5.9.4. COEVOLVING
5.9.5. FUTURE SHARE
5.9.6. SUMMARY OF VALUE NETWORK -FRAMEWORK
6 EMPIRICAL FINDINGS
6.1. INDUSTRIAL VIEW OF VALUE CREATION
6.2. EMERGING VIEW OF VALUE CREATION
6.3. VALUE NETWORK
6.4. CASE SYNCML
6.4.1. MOTIVES FOR SYNCML
7 ANALYSIS
7.1. INDUSTRIAL VIEW
7.1.1. VALUE CHAIN
7.2. EMERGING VIEW OF VALUE CREATION
7.3. VALUE NETWORK
7.3.1. COOPETITION
7.3.2. FUTURE SHARE
8 CONCLUSIONS
8.1. FUTURE RESEARCH
8.2. FINAL WORD
Author: Aura, Heikki
Source: Linköping University
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