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Paper info: Timing Configuration of Value Network Flows

Title


Timing Configuration of Value Network Flows

Authors


Per Engelseth
Aalesund University College
Norway
Per Engelseth and
Hamid Jafari
Jönköping International Business School
Sweden
Hamid Jafari

Place of Publication


The paper was published at the 28th IMP-conference in Rome, Italy in 2012.

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Abstract


Although intuitively clear, implementing the principle of postponement is challenging in business practice since it involves configuring a complete supply chain thereby hindering business implementation. An alternative approach to timing product supplies from a single firm perspectiveembedded in value network context is proposed based on more recent studies on the principles of postponement and speculation. This approach highlights product supply timing from an individual firm’s decision-making embedded in a value network context as well as wider environment. This approach was developed by integrating primarily Alderson’s (1950) original view of postponement with his later transvection (Alderson 1965) approach to marketing channels. The transvectionhighlights value network flows: product transformation supported by adapted information in relation to sequentially organized intermittent decision-making events. In addition flows of people and monetary flows are modeled. The purpose of this study is to model the configuration of timing in value networks based on individual flowsconfiguration and interaction between these different flows.Research methodThis is a conceptual paper providing literature discussion as basis for modeling the value network as a configuration of interacting flows, the context of strategic and operational timing of product supply, as foundation for further inquiry.Research findingsThis study primarily proposes a new model demonstrating supply timing for a specific product identified from the perspective of the end-user as interaction between different value network flows. The characteristics of these flows and their interaction are discussed developing a complex view of multiple flows supporting value creation in the value network involving a range of flows involved in different business functions.Main contributionThe model provides contribution to value network practitioners’ discourse and a stepping stone in modeling of value networks. This study is intertwined with developing value network integration, here viewed as an incremental inter-organizational learning process and not a strategic initiative.