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New Models for Value Creation and Competitive Advantage in the Petroleum Industry
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This research project has applied, tested and further developed a set of new
models for the analysis of value creation and competitive advantage in the
context of the global petroleum industry. The basic idea behind the project
was that Porter’s value chain model (1985) for the analysis of firm-level
competitive advantage was basically only applicable to manufacturing.
Building on Thompson’s (1967) distinction between long-linked, intensive
and mediating value creation technologies, we proposed three distinct
generic value configurations for the analysis and management of firm-level
value creation across industries and firms (see Stabell and Fjeldstad, 1998;
Fjeldstad and Stabell, 1997). Each configuration has a distinct activity
template and different drivers of firm performance. Thus, while the value
chain is proposed as relevant to the analysis of manufacturing firms relying
on a long-linked technology, the value shop is an activity template for firms
that use an intensive technology and create value by resolving unique
customer problems. The value network is an activity template for firms that
use a mediating technology and that create value by enabling direct and
indirect exchanges across a set of customers.
Charles Stabell - Personal Name
0803-2610
NONE
Management
English
2001
1-64
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