Dynamic Capability-Based Approach to Value Appropriation

Extant management literature provides a quite comprehensive picture of the dynamic nature of value creation, whereas value appropriation has received much less scholarly attention. The number of research works devoted to the complex issues of value receiving, protecting and retaining is at the moment relatively modest, concerning both theoretical and empirical dimension. There is a paucity of coherent theoretical frameworks providing insights into the dynamic nature of value appropriation. This book addresses the gap in the body of strategic management literature by providing a dynamic capability-based framework of value appropriation, discussed on a theoretical level and deployed in an empirical investigation.

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Dynamic Capability-Based Approach to Value Appropriation

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Contents

Frontmatter
pp 1-4

Acknowledgements
pp 5-6

Contents
pp 7-8

1 - Introduction
pp 9-16

2 - Strategic management approach to value appropriation
pp 17-70

3 - Dynamic capabilities perspective
pp 71-110

4 - Dynamic capability-based framework of value appropriation
pp 111-128

5 - Research methodology
pp 129-144

6 - Case studies
pp 145-182

7 - Conclusions
pp 183-190

List of Figures
pp 191-192

List of Tables
pp 193-194

References
pp 195-210

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