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Roles of actors in combining resources into complex solutions

Author

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  • Cantù, Chiara
  • Corsaro, Daniela
  • Snehota, Ivan

Abstract

Combining resources to develop complex solutions (e.g., products or services) involves a varied set of business actors. Research tends to assume that actors are more or less autonomous in combining the resources they use. Presenting findings from a study of the construction of the first two pre-discharge homes for patients with cognitive and motor disabilities, we show that the autonomy of the single actor in combining resources is limited and that resource combinations are collectively enacted. Consequently, the features of the emergent resource combinations depend on the set of actors involved. We also argue that each actor takes part in resource combination both as provider and as user of resources; the two roles imply different perspectives that lead to different focal points which, in turn, impact how resources interface. The two roles orient the conduct of parties and, as confronted in business relationships, they shape the development of business relationships and resource combinations.

Suggested Citation

  • Cantù, Chiara & Corsaro, Daniela & Snehota, Ivan, 2012. "Roles of actors in combining resources into complex solutions," Journal of Business Research, Elsevier, vol. 65(2), pages 139-150.
  • Handle: RePEc:eee:jbrese:v:65:y:2012:i:2:p:139-150 DOI: 10.1016/j.jbusres.2011.05.013
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    References listed on IDEAS

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    1. Miller, Danny & Hope, Quentin & Eisenstat, Russell & Foote, Nathaniel & Galbraith, Jay, 2002. "The problem of solutions: Balancing clients and capabilities," Business Horizons, Elsevier, vol. 45(2), pages 3-12.
    2. Andrew Davies, 2004. "Moving base into high-value integrated solutions: a value stream approach," Industrial and Corporate Change, Oxford University Press, pages 727-756.
    3. Harrison, Debbie & Waluszewski, Alexandra, 2008. "The development of a user network as a way to re-launch an unwanted product," Research Policy, Elsevier, pages 115-130.
    4. Czarniawska, Barbara, 2004. "On Time, Space, and Action Nets," GRI-rapport 2004:5, University of Gothenburg, Gothenburg Research Institute GRI.
    5. Lind, Johnny & Stromsten, Torkel, 2006. "When do firms use different types of customer accounting?," Journal of Business Research, Elsevier, vol. 59(12), pages 1257-1266, November.
    6. Baraldi, Enrico & Waluszewski, Alexandra, 2005. "Information technology at IKEA: an "open sesame" solution or just another type of facility?," Journal of Business Research, Elsevier, vol. 58(9), pages 1251-1260, September.
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    Cited by:

    1. Waligo, V.M. & Clarke, J. & Hawkins, R., 2014. "The ‘Leadership–Stakeholder Involvement Capacity’ nexus in stakeholder management," Journal of Business Research, Elsevier, pages 1342-1352.
    2. Geiger, Susi & Finch, John, 2016. "Making incremental innovation tradable in industrial service settings," Journal of Business Research, Elsevier, pages 2463-2470.

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