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Ambidexterity drivers of value-creation and appropriation in business models: an explorative study from DuPont
University of Borås, Faculty of Textiles, Engineering and Business. (Textile Management)ORCID iD: 0000-0003-2015-6275
East Carolina State University.
2017 (English)In: Research Journal of Textile and Apparel, ISSN 1560-6074, Vol. 21, no 1, 2-26 p.Article in journal (Refereed) Published
Abstract [en]

Purpose – This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development value-structure (value-creation and appropriation), and what are the drivers. Such BMs are run by multinational firms to accommodate various technologies and innovations; however, this is stressful because of inherent incompatibilities and conflicts.

Design/methodology/approach – An explorative study of six product cases from Du Pont’s Textiles Fiber Division (DTFD), namely, nylon yarns, knits and wovens, DTFD blockbusters, Coolmax®, MicroMattique™, filling materials and Supriva™, is conducted.

Findings – In value-creation, technology push or market pull yields resultant technology-forward or market-back trajectories. For value appropriation, new growth opportunities or continuous market expectations lead to breakthrough or continuous innovations. Consistent and inconsistent combinations of these trajectories yield four differential drivers: technological breakthrough, market-back technology, continuous technology and continuous market-back. This is supported by relevant supply chain strategies, either focused through joint ventures and licensees for commodities or vertically integrated for specialty products.

Research limitations/implications – The paper adds to the analysis of ambidexterity in the value structure of BMs along constituent value-creation and appropriation, thus providing a logical lens to understand various complementarities that exist in terms of opposing technology trajectories and product innovation repertoire.

Practical implications – This study contributes to the knowledge of product innovation management in the textile industry, where both large-scale innovation and operational excellence are challenged over the past few decades.

Originality/value – The lessons learnt address the fundamental issue of higher value generation through configuration of multiple contrasting value-structure elements.

Place, publisher, year, edition, pages
2017. Vol. 21, no 1, 2-26 p.
Keyword [en]
Textile, Value-creation, Business model, Ambidexterity, Appropriation, Du Pont
National Category
Economics and Business
Research subject
Textiles and Fashion (General)
Identifiers
URN: urn:nbn:se:hb:diva-12081DOI: 10.1108/RJTA-09-2016-0021OAI: oai:DiVA.org:hb-12081DiVA: diva2:1086385
Available from: 2017-04-02 Created: 2017-04-02 Last updated: 2017-04-11Bibliographically approved

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