Nenonen et al. (2019): Capabilities for market-shaping: triggering and facilitating increased value creation
21 important questions on Nenonen et al. (2019): Capabilities for market-shaping: triggering and facilitating increased value creation
Why is a comprehensive view of market-shaping capabilities needed?
Like market-shaping, radical innovations can either transform existing markets through dramatic behavioural changes or create new ones. Why do most radical innovations fail?
What do triggering capabilities entail?
They generate new intra- and interstakeholder resource linkages by directly influencing various characteristics of the market.
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Like market-shaping, radical innovations can either transform existing markets through dramatic behavioural changes or create new ones. Why do most radical innovations fail?
What do facilitating capabilities entail?
They enable market-shaping by discovering the value potential of new resource linkages and augment the impact of the triggering capabilities by mobilizing relevant resources
What are the 3 purposes of the market-shaping process for firms?
- Discover the value potential of linking intra- and interstakeholder resources in novel ways
- Trigger changes in various market characteristics to enable the formation of new resource linkages
- Mobilize relevant stakeholders to free up extant resources for new uses
Explain the conceptual model of the paper by Nenonen et al. (2018)?
- On the left, the facilitating and triggering capabilities. They have an influence on new resource linkages
- The new resource linkages have an influence on the market-level performance outcomes, performance outcomes for market-shaping firms and performance outcomes for other stakeholders
- The emergent developments and other stakeholders' market-shaping activities have an influence on the new resource linkages
What are the 2 purposes of the reserach by Nenonen et al. (2019)?
- Provide a comprehensive categorization of capabilities needed for market-shaping
- Synthesize (samenvoegen) the identified capabilities into avconceptual framework that describes the process of market-shaping and its outcomes
What does the paper by Nenonen et al. (2019) offer?
How are markets conceptualized in the paper by Nenonen et al. (2019)?
Which 8 triggering capabilities are identified (categorized in which 3 triggering capability sets?
- Re-designing exchange
- Developing products
- Adjusting price or pricing
- Modifying matching methods
- Re-configuring network
- Modifying own suppy network
- Modifying customer-side features
- Modifying provision
- Re-forming institutions
- Influencing representations
- Influencing norms
What is the aim of market-shaping?
Which 4 facilitating capabilities are identified (categorized in which 2 facilitating capability sets)?
- Discovering value potential
- Exploring
- Experimenting
- Mobilizing resources
- Expressing
- Engaging
Which two facilitating capabilities are among the higher level dynamic capabilities? And what is the advantage of those?
- Expressing & engaging
- They enhance understanding of the dynamic capabilities needed to effective influence the wider operating environment and forge new resource linkages
What is needed for firms to be successful in market-shaping according to Nenonen et al. (2019)?
What is required for developing a market-shaping strategy?
Does a market-shaping approach seem to be best suitend for longer- or shorter-term strategies?
Result: What requires improved value creation in terms of resources?
What is the main conclusion in the paper by Nenonen et al. (2019)?
Do succesfull market-shaped strategies generate positive performance for the particular firm itself or also for the other stakeholders in the market?
Which theory is used in the paper by Nenonen et al. (2019)?
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