Co-creating value through demand and supply integration in senior industry-observations on 33 senior enterprises in Taiwan

Antecedents and consequences of brand experience in virtual sports brand communities: A value co-creation perspective

The influence mechanism for brand experience in virtual sports brand communities is the subject of many studies, but these studies do not feature a holistic consideration of antecedents and consequences, and the moderating role of brand attachment is unclear. Drawing on the value co-creation theory, this study determines the impact of brand experience and its mechanism using the data from 508 virtual sports brand communities. The empirical test results show that value co-creation (i.e., corporate-initiated value co-creation and customer-initiated value co-creation) has a positive effect on the brand experience and that the brand experience has a positive effect on the purchase intention. Brand attachment does not have a moderating role between brand experience and purchase intention so as the degree of brand attachment increases, the brand experience does not increase the purchase intention through a brand attachment. This study determines the antecedents and consequences of brand experience in virtual sports brand communities from a value co-creation perspective, to determine the impact and mechanisms of virtual sports brand communities to guide the marketing practices of virtual sports brand communities.

Influence of Crowdsourcing Innovation Community Reference on Creative Territory Behavior

Crowdsourcing innovation community has become an important platform for enterprises to gather group wisdom. However, how the crowdsourcing innovation community plays a reference role in creative crowdsourcing participation is unclear. Based on the reference group theory, taking online impression management as the explanatory framework, this study explores the impact of crowdsourcing innovation community reference on the creative territory behavior, and the differences in the crowdsourcing innovation community reference effect among members of different community age groups. A total 524 valid two-stage questionnaires were collected. The empirical analysis results show that under the influence of informational reference and utilitarian reference of the crowdsourcing innovation community, community members are significantly more likely to adopt acquired impression management (AIM) than defensive impression management (DIM); under the influence of value expressive reference of the crowdsourcing innovation community, the possibility of adopting DIM behavior is significantly greater than that of adopting AIM behavior; compared with DIM behavior, AIM behavior has a more inhibitory effect on creative territory behavior. Interestingly, there are different community reference effects among members of different community age groups. In particular, the positive contribution of the elder members is not as good as that of the newcomers. The above research conclusions not only confirm the influence of crowdsourcing community reference on crowd participation decision making but also provide theoretical and practical enlightenment for exploring the cooperation mechanism of crowdsourcing innovation.

Co-creating value with suppliers: a conceptual framework

Purpose

This study aims to put forward a conceptual framework to promote strategies for exploring and exploiting value co-creation with suppliers through dynamic capabilities development.

Design/methodology/approach

The conceptual framework was developed by applying deductive logic to blend the theoretical perspectives of value co-creation and dynamic capabilities concerning interaction and innovation.

Findings

The suggested framework emphasized that to co-create value with suppliers, health-care organizations need to integrate innovation abilities with interactional abilities for assimilating mutual processes and resources. The study also points out the crucial role of middle managers to articulate the diverse value perspectives and act as change catalysts.

Practical implications

This paper provides a roadmap for health-care managers to develop internal bundles of resources and integrate inter-organizational processes in the direction of co-creating value. The approach suggests the use of project pipelines and performance measures as managerial tools for aligning value co-creating initiatives with suppliers.

Originality/value

The study is a pioneering attempt to develop a conceptual framework for co-creating value with suppliers and, consequently, to provide innovative services to patients. The study aligns with previous value co-creation and dynamic capabilities works in terms of interaction and innovation development. However, based on the interrelation of these two dimensions, the study puts forth four interrelated processes (experimenting new possibilities of value creation; articulating value alignment initiatives; implementing mutual benefits; and executing and managing performance improvement) attached by mutual change mechanisms.

Value-added strategy models to provide quality services in senior health business

OBJECTIVE

The rapid population aging is now a global issue. The increase in the elderly population will impact the health care industry and health enterprises; various senior needs will promote the growth of the senior health industry. Most senior health studies are focused on the demand side and scarcely on supply. Our study selected quality enterprises focused on aging health and analyzed different strategies to provide excellent quality services to senior health enterprises.

DESIGN

We selected 33 quality senior health enterprises in Taiwan and investigated their excellent quality services strategies by face-to-face semi-structured in-depth interviews with CEO and managers of each enterprise in 2013.

SETTING

A total of 33 senior health enterprises in Taiwan.

PARTICIPANTS

Overall, 65 CEOs and managers of 33 enterprises were interviewed individually.

INTERVENTION(S)

None.

MAIN OUTCOME MEASURE(S)

Core values and vision, organization structure, quality services provided, strategies for quality services.

RESULTS

This study's results indicated four type of value-added strategy models adopted by senior enterprises to offer quality services: (i) residential care and co-residence model, (ii) home care and living in place model, (iii) community e-business experience model and (iv) virtual and physical portable device model. The common part in these four strategy models is that the services provided are elderly centered. These models offer virtual and physical integrations, and also offer total solutions for the elderly and their caregivers. Through investigation of successful strategy models for providing quality services to seniors, we identified opportunities to develop innovative service models and successful characteristics, also policy implications were summarized.

CONCLUSIONS

The observations from this study will serve as a primary evidenced base for enterprises developing their senior market and, also for promoting the value co-creation possibility through dialogue between customers and those that deliver service.