Abstract
In this chapter, I will present a theoretical framework for the concept of acquiring a competitive edge through co-creation . As I mentioned in the first chapter, existing theories relating to competitive advantage are structured on the assumption of corporate competition, and the competitive environment has come to be perceived as conferring a competitive advantage. In this regard, the author takes the position that corporate “co-creation” confers a competitive edge. Put another way, this is a story of creating value among multiple companies through co-creation that a company operating independently would be unable to produce, and going on to build a new competitive advantage.
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Notes
- 1.
A collection of Lewin’s posthumous manuscripts edited by Cartwright and published in 1951.
- 2.
This chapter makes a clear distinction between “co-creation” and “collaboration,” but refers to this previous research from the viewpoint of proceeding with tasks through cooperation among different organizations.
- 3.
Meanwhile, it is certain that the natural sciences have come to select only those targets that are capable of being analyzed. In other words, reductionism excludes those targets that resist analysis.
- 4.
Even in some fields of the social science domain, such as economics, there is a tendency to take an approach based on natural science models and pursue the formulation of universal laws through mathematical models.
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Tokoro, N. (2016). A Theoretical Framework for Relationship-Based Strategies. In: The Smart City and the Co-creation of Value. SpringerBriefs in Business. Springer, Tokyo. https://doi.org/10.1007/978-4-431-55846-0_2
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