Value Creation and Value Capture: A Multilevel Perspective

By David P. Lepak, Ken G. Smith, M. Susan Taylor. 2007

1,472 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cbad226169b705ab0dfd64b870009eb98fdea2a8

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Citations in the corpus

Dynamic Creation: Extending the Radical Austrian Approach to Entrepreneurship (2010, background): “…how they turn these ideas into differentiated products by combining and recombining resources (via modularity); and how these products and their rivals’ continually inject novelty into emerging markets, driving them to greater heterogeneity, disequilibrium, and order (via self-organization).”
Value Creation and Value Capture in Open Innovation (2018, background): “In terms of innovation, value is created through the processes of inventing, developing, producing, and delivering new market offerings that create turnover (e.g., Mizik and Jacobson, 2003; Lepak et al., 2007).”
Effects of Search Timing on Innovation: The Value of Not Being in Sync with Rivals (2008, positive): “Our approach also responds to calls for more integrated, multilevel models of innovation (Brown and Eisenhardt, 1995; Lepak, Smith, and Taylor, 2007) that integrate innovation activities at the organizational level with macro processes that operate at the environmental level (i.e., competitor…”
Who is in charge? A property rights perspective on stakeholder governance (2012, neutral): “Shareholder value helps deflect attention from value cocreation (the social part) (Lepak et al., 2007; Pitelis, 2009) by emphasizing the efficiency implications of private value appropriation.”
Relative Strategic Emphasis and Firm-Idiosyncratic Risk: The Moderating Role of Relative Performance and Demand Instability (2017, background): “Value-creation activities—typically research and development (R&D)—enable a firm to develop new sources of economic rents through activities that create value for customers (Lepak, Smith, and Taylor 2007).”
Creating ‘value’ beyond the point of production: branding, financialization and market capitalization (2010, background): “1 For example, contemporary commentaries on differences in propositions about ‘value creation’ are inclined to suggest that these speak to its ‘different dimensions’ (Lepak et al., 2007: 181).”
Which Competitive Advantage(s)? Competitive Advantage–Market Performance Relationships in International Markets (2017, background): “…value creation by the seller and expected use value in customers’ perceptions, whereas market performance corresponds to the value captured by the seller and the realized exchange value accepted by customers when the exchange takes place (Bowman and Ambrosini 2000; Lepak, Smith, and Taylor 2007).”