We use a formal value-based model to study how frictions in the product market affect value creation and value capture. We define frictions as incomplete linkages in the industry value chain that keep some parties from meeting and transacting. Frictions, which arise from search and switching...

We develop and apply a new set of empirical tools consistent with the tenets of value-based business strategies, leveraging the principle that “no good deal comes undone” and the methods of revealed preferences, to empirically estimate drivers of value creation. We demonstrate how to use...

Firms and NGOs often collaborate to establish new supply chains. With a formal model, we analyze how NGOs can alleviate market failures and improve supplier economic inclusion while strategically interacting with firms. We account for the specific goals of the NGO and the need to induce...

When are the incentives of a business ecosystem’s participants aligned with its growth? How is the technology of value creation affecting this alignment? To answer these questions we formally model how value creation determines value capture in a business ecosystem. We find that alignment is...

How to extend the use of value-based strategy models to situations with large quasi-rents shared among multiple actors, such as ecosystems? How to consider how players understand competition in value-based models? How to overcome some limitations of these models such as lack of uniqueness of...