Value network

Abstract: THE CAPITALIST SYSTEM is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community.

Abstract: 1 Open Innovation: A New Paradigm for Understanding Industrial Innovation SECTION I: FIRMS IMPLEMENTING OPEN INNOVATION 2 New Puzzles and New Findings 3 Whither Core Competency for the Large Corporation in an Open Innovation World? 4 Open, Radical Innovation: Toward an Integrated Model in Large Established Firms 5 Patterns of Open Innovation in Open Source Software SECTION II: INSTITUTIONS GOVERNING OPEN INNOVATION 6 Does Appropriability Enable or Retard Open Innovation? 7 The Use of University Research in Firm Innovation 8 Open Standards and Intellectual Property Rights 9 The Use of Intellectual Property in Software: Implications for Open Innovation SECTION III: NETWORKS SHAPING OPEN INNOVATION 10 The Inter-organizational Context of Open Innovation 11 Knowledge Networks and the Geographic Locus of Innovation 12 Open Innovation in Systemic Innovation Contexts 13 Open Innovation in Value Networks SECTION IV: CONCLUSIONS 14 Open Innovation: A Research Agenda

Abstract: Building on Thompson’s (1967) typology of long-linked, intensive, and mediating technologies, this paper explores the idea that the value chain, the value shop, and the value network are three distinct generic value configuration models required to understand and analyze firm-level value creation logic across a broad range of industries and firms. While the long-linked technology delivers value by transforming inputs into products, the intensive technology delivers value by resolving unique customer problems, and the mediating technology delivers value by enabling direct and indirect exchanges between customers. With the identification of alternative value creation technologies, value chain analysis is both sharpened and generalized into what we propose as a value configuration analysis approach to the diagnosis of competitive advantage. With the long-linked technology and the corresponding value chain configuration model as benchmark, the paper reviews the distinctive logic and develops models of the value shop and the value network in terms of primary activity categories, drivers of cost and value, and strategic positioning options. © 1998 John Wiley & Sons, Ltd.

Abstract: With the application of Internet of Things and services to manufacturing, the fourth stage of industrialization, referred to as Industrie 4.0, is believed to be approaching. For Industrie 4.0 to come true, it is essential to implement the horizontal integration of inter-corporation value network, the end-to-end integration of engineering value chain, and the vertical integration of factory inside. In this paper, we focus on the vertical integration to implement flexible and reconfigurable smart factory. We first propose a brief framework that incorporates industrial wireless networks, cloud, and fixed or mobile terminals with smart artifacts such as machines, products, and conveyors. Then, we elaborate the operational mechanism from the perspective of control engineering, that is, the smart artifacts form a self-organized system which is assisted with the feedback and coordination blocks that are implemented on the cloud and based on the big data analytics. In addition, we outline the main technical features and beneficial outcomes and present a detailed design scheme. We conclude that the smart factory of Industrie 4.0 is achievable by extensively applying the existing enabling technologies while actively coping with the technical challenges.