Book contents
7 - Conclusions
Published online by Cambridge University Press: 20 December 2017
Summary
This study aimed to enhance the understanding of a complex and context- -bound process of value appropriation by deploying the dynamic capabilities perspective. This aim consisted of two integral modules:
– the conceptual objective – conceptualization and operationalization of organizational capabilities that enable shaping configurations of value appropriation mechanisms, and
– research objective – providing a rich qualitative evidence of routinebased approach to replication of effective value appropriation practices and alternation of existing action patterns in response to perceived threats and opportunities.
In the light of the theoretical discussion presented in Chapter 2 and 3, formulated dynamic capability-based framework of value appropriation in Chapter 4, and findings presented in Chapter 6, it can be stated that these aims have been achieved. Formulated framework builds on the extant knowledge presented in the contemporary literature in the field of strategic management and on a rich evidence obtained during empirical research of this study. A high quality research based on a multiple case design enabled gathering a highly informative, rich and diverse collection of features and data, which were necessary to provide reliable answers to key research questions:
How does a perception of a selection factor affect the way a firm introduces changes into existing practices of value appropriation?
Does the pattern branching response to identified opportunities or threats tend to be structured along activity clusters of dynamic capabilities?
How do contextual conditions affect the content and implementation of a response?
Obtained results provided ample answers to formulated research questions, and consequently confirmed the line of reasoning underlying the formulated dynamic capability-based framework of value appropriation. The usefulness of the insights provided by conducted research refer to the theoretical dimension of the strategic management field as well as to the practical dimension of business performance. Moreover, indicated limitations opens up directions for future research exploration. More detailed description of those contributions is presented in the following chapters.
THEORETICAL CONTRIBUTION
Given that the conceptual location of the research problem was defined in reference to the field of strategic management (Cyfert et al., 2014), therefore value and usefulness of provided insights are also referred to that field:
The first and the foremost, original contribution concerns the formulated dynamic capability-based framework of value appropriation that enables conceptualization and exploration of value capture from a dynamic perspective, beyond a point of transaction.
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- Information
- Dynamic Capability-Based Approach to Value Appropriation , pp. 183 - 190Publisher: Jagiellonian University PressPrint publication year: 2016