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The role of human resources in business model performance: the case of network‐based companies

The role of human resources in business model performance: the case of network‐based companies Purpose – This paper is concerned with identifying the role(s) of the individual employee(s) in the value creation process of three network‐based business models that are analyzed through case studies. The paper aims to focus on how the relationships between the network‐partners internally and also outside the network affect value creation. Design/methodology/approach – The study conducted is a case study of three network‐based business models applying a semi‐structured interview approach as the primary source of data. Findings – The study shows that, together with the terms “integrating” and “enabling” which the traditional literature tends to use, expressions like “building” and “aligning” can be added in order to describe the role of human resources in the value creation process of the network‐based business models. Human resources are found to be important for aligning the value proposition of the network as a whole to the customers' needs and expectations. Research limitations/implications – The generalizability of the results are restricted by the fact that the network‐based businesses studied have a different set of stakeholder tensions than more traditionally organized. Practical implications – This paper demonstrates the advantages of network‐based value configurations and indicates how performance measures may be directly derived from value creation maps. Originality/value – This paper contributes to understanding advantages and drawbacks of network‐based companies and how such types of organization challenge the people within and outside of them. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Human Resource Costing & Accounting Emerald Publishing

The role of human resources in business model performance: the case of network‐based companies

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References (47)

Publisher
Emerald Publishing
Copyright
Copyright © 2012 Emerald Group Publishing Limited. All rights reserved.
ISSN
1401-338X
DOI
10.1108/14013381211284254
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper is concerned with identifying the role(s) of the individual employee(s) in the value creation process of three network‐based business models that are analyzed through case studies. The paper aims to focus on how the relationships between the network‐partners internally and also outside the network affect value creation. Design/methodology/approach – The study conducted is a case study of three network‐based business models applying a semi‐structured interview approach as the primary source of data. Findings – The study shows that, together with the terms “integrating” and “enabling” which the traditional literature tends to use, expressions like “building” and “aligning” can be added in order to describe the role of human resources in the value creation process of the network‐based business models. Human resources are found to be important for aligning the value proposition of the network as a whole to the customers' needs and expectations. Research limitations/implications – The generalizability of the results are restricted by the fact that the network‐based businesses studied have a different set of stakeholder tensions than more traditionally organized. Practical implications – This paper demonstrates the advantages of network‐based value configurations and indicates how performance measures may be directly derived from value creation maps. Originality/value – This paper contributes to understanding advantages and drawbacks of network‐based companies and how such types of organization challenge the people within and outside of them.

Journal

Journal of Human Resource Costing & Accounting – Emerald Publishing

Published: Jun 22, 2012

Keywords: Human resources; Human capital; Business models; Network companies; Multiple case study; Human resource management

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