TY - JOUR
T1 - Scale development and validation for DART model of value co-creation process on innovation strategy
AU - Taghizadeh, Seyedeh Khadijeh
AU - Jayaraman, Krishnaswamy
AU - Ismail, Ishak
AU - Rahman, Syed Abidur
N1 - Funding Information:
★ This work was supported by Ford Motor Company-The University ★ This work was supported by Ford Motor Company-The University of TMhiicshwigoarnk Awlalisasnucpep. orted by Ford Motor Company-The University This work was supported by Ford Motor Company-The University of Michigan Alliance.
Publisher Copyright:
© 2016, Emerald Group Publishing Limited.
Copyright:
Copyright 2016 Elsevier B.V., All rights reserved.
PY - 2016/2/1
Y1 - 2016/2/1
N2 - Purpose – The purpose of this paper is to validate scale measurements of dialogue, access, risk assessment and transparency (DART) constructs, as the process of value-co-creation, and then understand its effect on innovation strategy. Further, the paper explores the influence of innovation strategy on the market performance. Design/methodology/approach – The model links four dimensions of DART as building blocks of value co-creation, to the innovation strategy. Further, the model links innovation strategy to the market performance. In total, five hypotheses are postulated. Testing was conducted through structural equation modeling using PLS-SEM, utilizing data from 249 managers of telecommunication companies in Malaysia. Findings – The result of the analysis revealed dialogue, risk assessment and transparency having a significant positive relationship with innovation strategy. These results signified the importance of value co-creation to formulate an innovation strategy of the firms. The finding of the research shows that innovation strategy has a strong effect on market performance as well. Practical implications – Implementing value co-creation process facilitates companies in formulating an innovation strategy that enhances market performance significantly. Originality/value – The paper validated scale measurement of DART model which adds substantial knowledge and concepts in the areas of value co-creation process. It describes the first empirical research study on the practice of value co-creation and innovation strategy in developing country focusing on telecommunication industry. Further, the model examines the effect of DART dimensions on innovation strategy result in market performance enhancement.
AB - Purpose – The purpose of this paper is to validate scale measurements of dialogue, access, risk assessment and transparency (DART) constructs, as the process of value-co-creation, and then understand its effect on innovation strategy. Further, the paper explores the influence of innovation strategy on the market performance. Design/methodology/approach – The model links four dimensions of DART as building blocks of value co-creation, to the innovation strategy. Further, the model links innovation strategy to the market performance. In total, five hypotheses are postulated. Testing was conducted through structural equation modeling using PLS-SEM, utilizing data from 249 managers of telecommunication companies in Malaysia. Findings – The result of the analysis revealed dialogue, risk assessment and transparency having a significant positive relationship with innovation strategy. These results signified the importance of value co-creation to formulate an innovation strategy of the firms. The finding of the research shows that innovation strategy has a strong effect on market performance as well. Practical implications – Implementing value co-creation process facilitates companies in formulating an innovation strategy that enhances market performance significantly. Originality/value – The paper validated scale measurement of DART model which adds substantial knowledge and concepts in the areas of value co-creation process. It describes the first empirical research study on the practice of value co-creation and innovation strategy in developing country focusing on telecommunication industry. Further, the model examines the effect of DART dimensions on innovation strategy result in market performance enhancement.
KW - Innovation
KW - Marketing strategy
KW - Performance
KW - Value
UR - http://www.scopus.com/inward/record.url?scp=84954435151&partnerID=8YFLogxK
U2 - 10.1108/JBIM-02-2014-0033
DO - 10.1108/JBIM-02-2014-0033
M3 - Article
AN - SCOPUS:84954435151
VL - 31
SP - 24
EP - 35
JO - Journal of Business and Industrial Marketing
JF - Journal of Business and Industrial Marketing
SN - 0885-8624
IS - 1
ER -