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#4639. The choice of value-based strategies under rivalry: Whether to enhance value creation or bargaining capabilities
| July 2026 | publication date |
| Proposal available till | 21-05-2025 |
| 4 total number of authors per manuscript | 0 $ |
| The title of the journal is available only for the authors who have already paid for |
| Journal’s subject area: |
| Strategy and Management; Business and International Management; |
| place 1 | place 2 | place 3 | place 4 |
| Free | Free | Free | Free |
| 2350 $ | 1200 $ | 1050 $ | 900 $ |
Contract №4639.1   | Contract №4639.2 | Contract №4639.3 | Contract №4639.4 |
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Abstract:
The value-based perspective emphasizes the importance of both value creation and bargaining for firm performance. We develop a model where rival firms choose value-based innovation strategies to enhance either value creation or bargaining capabilities. We show a tendency for homogeneous strategy choices, with coordination on bargaining promoting firm value capture at the expense of overall industry value creation. We identify conditions for strategic heterogeneity, wherein a firm that enhances its bargaining capability risks the sustainability of its competitive advantage. A critical strategy choice for a firms management is where to focus innovation efforts. We develop a theory to inform such choices among rival firms. We show that there can be opportunities for rival firms to enhance their performance by coordinating innovation efforts on bargaining rather than on a race for value creation. However, the ability to coordinate on bargaining is undermined when value-creating innovations allow firms to disrupt extant market structures, in which case the pursuit of high-risk, high-return value-creating innovations may become attractive to individual firms even at the expense of overall industry profitability.
Keywords:
bargaining capability; biform games; firm heterogeneity; sustainability of competitive advantage; value-based innovation strategies
Contacts :
2 place - free (for sale)
3 place - free (for sale)
4 place - free (for sale)
Abstract:
The value-based perspective emphasizes the importance of both value creation and bargaining for firm performance. We develop a model where rival firms choose value-based innovation strategies to enhance either value creation or bargaining capabilities. We show a tendency for homogeneous strategy choices, with coordination on bargaining promoting firm value capture at the expense of overall industry value creation. We identify conditions for strategic heterogeneity, wherein a firm that enhances its bargaining capability risks the sustainability of its competitive advantage. A critical strategy choice for a firms management is where to focus innovation efforts. We develop a theory to inform such choices among rival firms. We show that there can be opportunities for rival firms to enhance their performance by coordinating innovation efforts on bargaining rather than on a race for value creation. However, the ability to coordinate on bargaining is undermined when value-creating innovations allow firms to disrupt extant market structures, in which case the pursuit of high-risk, high-return value-creating innovations may become attractive to individual firms even at the expense of overall industry profitability.
Keywords:
bargaining capability; biform games; firm heterogeneity; sustainability of competitive advantage; value-based innovation strategies
Contacts :
