By Timo Fischer

How a few enterprises be ready to catch extra price than others is a question vital to practitioners and researchers alike. during this context, Timo Fischer conducts 3 empirical reports.

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Extra info for Managing Value Capture (Innovation und Entrepreneurship)

Sample text

51; Goldman and Gabriel, 2005, p. 75). When a product neatly integrates into an existing customer environment, its use value increases (Farrell and Saloner, 1985; Katz and Shapiro, 1985; Langlois and Robertson, 1992). Allen (1983) identifies reputation gains as one of the main benefits of revealing knowledge in the context of collective invention processes. A firm’s positive reputation serves to motivate employees and attract new ones (Henkel, 2004; Langer, 2007) and helps to build new or maintain existing customer relationships (Hicks, 1995; Muller and Pénin, 2006; Pénin, 2007).

As a first step, this dissertation analyzes the existence of non-linearities and interactions in bundles of appropriability mechanisms, two managerial challenges that could drive the complexity of optimizing value capture. As a second step, I analyze diverging perceptions of R&D and marketing managers on the effectiveness of appropriability mechanisms. As value capture involves the cooperation of different functions, foremost R&D and marketing, diverging perceptions point to another managerial challenge in integrating appropriability mechanisms to build an effective value capture capability.

This third factor has not garnered as much attention as the first two (cf. Pisano, 2006) and does not characterize all industries (Teece, 1986). Thus, this dissertation discusses only the influence of the appropriability regime and access to complementary assets on value capture. The concept of an appropriability regime describes whether an invention can or cannot be easily imitated. If the appropriability regime is tight or strong (Teece, 1986), imitation of the innovation is difficult. In a strong appropriability regime, innovators will typically be able to capture a large share of the value created by their innovation as they will not have to offer their customers high consumer surpluses in competition for customers with rivals offering similar products (Liebeskind, 1996).

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