Strategizing, Competing and Creating Value in the Age of Collaborative Consumption: Management Trends, Approaches and Challenges

Closes:

Introduction 

The new age of collaborative consumption (CC) changed the way businesses operate by crumbling old practices and rebuilding approaches, information systems and digital platforms that will shape future years (Barnes and Mattsson, 2017; Ertz et al., 2019).  

COVID-19 has redesigned the markets’ entry approaches and business models through industrial convergence to react to the systemic mistrust caused by weak productivity and environmental concerns (Clauss et al., 2021; Schiavone et al., 2021). Recent scholars suggested that co-creation can be intended as a driver of business innovation and the basis for market relationships (Alves et al., 2016).

In this vein, Benoit et al., 2017 attested that CC occurs with the presence of multiple actors: a platform provider (e.g., Uber), a peer service provider (e.g., an Uber driver) and a customer. Thus, managers are re-thinking their business models and approaches entering in international markets and create value through new channels in this age of CC (Ertz et al., 2019).

On the other hand, an international circulation of citizens and average life expectancy require sustainable business models to deal with these problems and to explore, for instance, how the demands of circular economy are applied in individual enterprises’ business (Mishra et al., 2019; Retamal, 2019). For instance, sharing economy represent a system that directly impacts how organizations frame their decision-making models and marketing approaches (Hamari et al., 2016).

In this vein, scholars explored multi-sector collaborations and strategic decision-making models for creating value (Schiavone, 2011, Intindola et al., 2016). Therefore, strategic alliances and networks for the managerial approaches of CC-based offerings can support firms and institutions in contributing effectively in promoting shared causes among international partners (Fontoura and Coelho, 2021).

Finally, Industry 4.0 technologies have multiplied and developed, as well as the numerous managerial areas have profoundly evolved through CC forms (Paiola et al., 2021) such as websites have enabled consumers to concentrate on shared access to products rather than owning them (Barnes and Mattsson, 2017).  

These issues point out an interesting dilemma, which in few years will be crucial issue for policymakers, scholars, and practitioners: how to manage the relationships and achieve a good collaboration between different groups of stakeholders? 

 

List of topics

This special issue seeks to publish original manuscripts that address value creation and strategy in CC-based industries and contexts using case studies, empirical surveys, action research, and literature reviews, including but not limited to the following research questions: 

  • How can we properly conceptualize and define CC for management theory and practice?  
  • How does CC impact on the organizational structures and corporate departments of incumbent companies?  
  • How do managers in CC-based industries design, formulate, and execute the corporate and competitive strategies of their organizations? 
  • How does CC impact on innovation management and innovation processes in general? 
  • How do resources, competencies, and dynamic capabilities support value creation by CC-focused firms and sectors? 
  • What are the specific roles and mechanisms of tacit and codified knowledge in CC-based industries and firms? 
  • How do new CC-based paradigms (sharing economy, circular economy, and others) lead to sustainable and responsible changes and policies in the behaviour of firms and industry stakeholders? 
  • How can new Industry 4.0 technologies (AI, IoT, Virtual Reality, Blockchain and so on) impact on the strategy and value creation CC-focused firms? 
  • How can CC-focused firms frame effective and successful strategic partnerships and alliances at global and local levels with organizations from other sectors? 
  • How do co-opetition, competition and strategic alliances between CC-focused firms take place?  
  • How can the most established management theories and models can be revised and extended to account for deeper understanding of CC? 
  • How to implement effective performance measurement and design reliable key performance indicators in CC-based sectors? 
  • What are the ethical and social implications of CC for incumbent firms and other business stakeholders (workers, suppliers, public institutions)?  

This call aims at attracting original research contributions about a still underdeveloped research area. We are looking for articles offering new perspectives, concepts, and models about how the creation of value in the age of CC can be maximised among different groups of stakeholders and how global strategic opportunities and new challenges can be exploited. Very few scholars analysed these specific processes and issues in the field of management. Submissions should attempt to systematize and contribute to the existing literature by addressing new research issues and practices also by adopting a “network-based perspective” which can be relevant both scholars and practitioners (managers and policymakers).  

Papers published within this Special issue should focus on a broader, enlarged perspective on CC-based services, which has to be considered, in our view, as a participative/collective process that very often can achieve positive outcomes only via the alignment and consideration of the goals, needs, and capabilities of more groups of stakeholders (firms, institutions, market intermediaries, customers).  

 

Guest Editors

Prof. Francesco Schiavone (Managing Guest Editor) 

University of Naples Parthenope, Italy 

[email protected] 

 

Prof. Raj Mahto 

University of New Mexico, USA

[email protected]  

 

Prof. Tatiana Khvatova 

Emlyon Business School, France 

[email protected]  

 

Prof. Cristina Fernandes 

Universidade de Beira Interior, Portugal

[email protected]  

 

Prof. Vincenzo Corvello 

University of Messina, Italy 

[email protected]

 

Submissions Information

Full manuscript submission 

Each manuscript will be screened and reviewed by at least two anonymous reviewers. Authors should conform to the instructions given in the Author Guidelines for Management Decision when preparing their manuscripts and should submit their full papers electronically through the journal’s manuscript submission site: https://mc.manuscriptcentral.com/md


Author guidelines must be strictly followed. Please see:  https://www.emeraldgrouppublishing.com/journal/md#author-guidelines

Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”. 

Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

For any queries, please feel free to contact the guest editors.  
 

References 

Alves, H., Fernandes, C., & Raposo, M. (2016). Value co-creation: Concept and contexts of application and study. Journal of Business Research, 69(5), 1626-1633. 

Barnes, S. J., & Mattsson, J. (2017). Understanding collaborative consumption: Test of a theoretical model. Technological Forecasting and Social Change, 118, 281-292.  

Benoit, S., Baker, T. L., Bolton, R. N., Gruber, T., & Kandampully, J. (2017). A triadic framework for collaborative consumption (CC): Motives, activities and resources & capabilities of actors. Journal of Business Research, 79, 219-227. 

Clauss, T., Breier, M., Kraus, S., Durst, S., & Mahto, R. V. (2021). Temporary business model innovation–SMEs’ innovation response to the Covid‐19 crisis. R&D Management. 

Ertz, M., Durif, F., & Arcand, M. (2019). A conceptual perspective on collaborative consumption. AMS Review, 9(1), 27-41. 

Fontoura, P., & Coelho, A. (2021). More cooperative... more competitive? Improving competitiveness by sharing value through the supply chain. Management Decision. 

Hamari, J., Sjöklint, M., & Ukkonen, A. (2016). The sharing economy: Why people participate in collaborative consumption. Journal of the association for information science and technology, 67(9), 2047-2059. 

Intindola, M., Weisinger, J., & Gomez, C. (2016). With a little help from my friends: multi-sector collaboration and strategic decision-making. Management Decision. 

Mishra, J. L., Chiwenga, K. D., & Ali, K. (2019). Collaboration as an enabler for circular economy: A case study of a developing country. Management Decision. 

Paiola, M., Schiavone, F., Khvatova, T., & Grandinetti, R. (2021). Prior knowledge, industry 4.0 and digital servitization. An inductive framework. Technological Forecasting and Social Change, 171, 120963. 

Retamal, M. (2019). Collaborative consumption practices in Southeast Asian cities: Prospects for growth and sustainability. Journal of Cleaner Production, 222, 143-152. 

Schiavone, F. (2011). Strategic reactions to technology competition: A decision‐makingmodel. Management Decision. 

Schiavone, F., Sabetta, A., Leone, D., & Chiao, B. (2021). Industrial Convergence and Industrial Crisis: A Situational Analysis About Precision Medicine During the Covid-19 Pandemic. IEEE Transactions on Engineering Management. 

 

Key deadlines 

Opening date for manuscript submissions: 01 April 2023

Closing date for manuscript submissions: 30 July 2023 

Provisional publication date: December 2023/January 2024

For additional information or queries about this special issue contact [email protected]