Value Capture in Disintegrated Value Chains [electronic resource] : The Hierarchy Strategy /
Hoffmann, Alexander.author.
Using cooperative game theory, this book shows how bargaining structure affects the distribution of value among the constituent firms of the value chain. Results show that positions in the bargaining structure most conducive to value capture are those where large complementarity gains are realized and split, ideally, among a small number of negotiators. Further, leveraging case studies from the aviation and home appliance industries the author suggests that the bargaining structure can be shaped through by architecture of the value chain and, in turn, through the architecture of the product, and the action of powerful firms to optimize value capture. Contents Determinants of value capture Bargaining structure Modeling the effect of bargaining structure on value capture Drivers of bargaining structure and empirical implications of the hierarchy strategy Target Groups Researchers and students in the fields of technology management, innovation management, strategic business management, and supply chain management Managers and practitioners in the fields of business strategy, procurement, and supply chain management The Author Alexander Hoffmann is a researcher in the field of technology and innovation management at the TU München, Germany, and a management consultant. The Editors The series Innovation und Entrepreneurship is edited by Prof. Dr. Nikolaus Franke, Prof. Dietmar Harhoff, Ph.D., Prof. Dr. Joachim Henkel, and Prof. Dr. Carolin Häußler.
Description based upon print version of record.
Foreword; Acknowledgements; Table of Contents; List of Appendices; List of Figures; List of Tables; List of Abbreviations; Abstract; Zusammenfassung; 1 Introduction; 2 Determinants of value capture; 2.1 Profiting from innovation; 2.2 Value chain architecture; 2.3 Game theoretic perspective; 3 Bargaining structure; 3.1 Hierarchy in negotiations: Bargaining structure; 3.2 Drivers and effects of bargaining structure; 4 Modeling the effect of bargaining structure on value capture; 4.1 The basic model; 4.1.1 Non-hierarchical value distribution; 4.1.2 The hierarchical Shapley value; 4.2 Results
4.2.1 Three-firm bargaining structures4.2.2 N-firm bargaining structures; 4.2.3 Multiple bargaining positions; 4.3 Extensions and further results; 4.3.1 System integrators; 4.3.2 Free value; 4.4 Alternative distribution concepts; 4.4.1 Owen value; 4.4.2 B-value  ; 4.4.3 Hierarchical Core; 4.5 Conclusion; 5 Drivers of bargaining structure and empirical implications of the hierarchy strategy; 5.1 Methods ; 5.1.1 Case design ; 5.1.2 Data sources and analysis ; 5.2 Results of the case studies ; 5.2.1. Modularization of laundry dryers at BSH
5.2.2. System suppliers in commercial aircraft manufacturing5.3 Conclusion ; 6 Discussion and conclusion; Appendices; Appendix A - Glossary; Appendix B - Properties of the HSV; Appendix C - Forming the first cluster in bargaining structures with nonessential symmetric firms ; Appendix D - Analysis of three-firm bargaining structure relaxing the assumption of symmetry; Appendix E -n-firm bargaining structures analyzed with the Owen value ; Appendix F - Hierarchical Core; Appendix G - Questionnaire for case interviews; Appendix H - Brief profiles of interviewees; Bibliography
Includes bibliographical references.
Using cooperative game theory, this book shows how bargaining structure affects the distribution of value among the constituent firms of the value chain. Results show that positions in the bargaining structure most conducive to value capture are those where large complementarity gains are realized and split, ideally, among a small number of negotiators. Further, leveraging case studies from the aviation and home appliance industries the author suggests that the bargaining structure can be shaped through by architecture of the value chain and, in turn, through the architecture of the product, and the action of powerful firms to optimize value capture. Contents Determinants of value capture Bargaining structure Modeling the effect of bargaining structure on value capture Drivers of bargaining structure and empirical implications of the hierarchy strategy Target Groups Researchers and students in the fields of technology management, innovation management, strategic business management, and supply chain management Managers and practitioners in the fields of business strategy, procurement, and supply chain management The Author Alexander Hoffmann is a researcher in the field of technology and innovation management at the TU München, Germany, and a management consultant. The Editors The series Innovation und Entrepreneurship is edited by Prof. Dr. Nikolaus Franke, Prof. Dietmar Harhoff, Ph.D., Prof. Dr. Joachim Henkel, and Prof. Dr. Carolin Häußler.
Leadership.
Management.
Industrial management.
Production management.
Business Strategy/Leadership.
Innovation/Technology Management.
Operations Management.