minute of meeting

1. Minute of meeting, Wednesday 19 Feb 2020.
• Correlation results:
• Preliminary thoughts:
• Top management capabilities drive value creation and value delivery but not value capture -> value capture needs
more organizational processes.
• Alliance capabilities correlate very low with all three values, alliance portfolio diversity has no correlation with
value capture -> alliance is important in BMI but not enough. Companies need to design alliance that maximize
their ability to capture value from their partners.
Correlation matrix
TMT education
diversity
TMT network
Alliance
number
Alliance portfolio
diversity
Value creation
√ (2) √ (4) √ (2) √ (2)
(9 measurements)
Value delivery
√ (1) √ (3) √ (1) √ (1)
(6 measurements)
Value capture
× × √ (1) ×
(9 measurements)

2. Business model innovation processes
High Value creation Value delivery Value capture
Time
Low
Preliminary thoughts:
- Value creation, value delivery, and value
capture do not start at the same time 
so it is possible when value creation start
at the beginning, then value delivery and
value capture do not yet exist.
- It is important to explain each value
process in each sequence of time,
different companies might have different
processes.
- Linear regression cannot explain this
process, think about non-linear
regression  quadratic or cubic (??)
- Investigate the amplitude of each value
at the highest position.
- This is case-wise analysis (??)
- Explaining these processes might
disclose why TMT and alliance
capabilities drive value creation and value
delivery, but not value capture 
probably it needs longer time (remember
this study observes only 10 years).

3. Business model innovation
Dynamic capabilities
- To my knowledge, there is no article/study that
empirically discuss the differential sequence of
value creation, value delivery, and value capture
(Edgar’s thesis did..)  thus this study is not a
theory testing, but it is a theory building, means
an explanatory study  we need to set research
propositions not hypotheses.