پیکربندی های موثر از ایجاد ارزش و توانایی های ثبت: گسترش رشته های ارزشیابی و ارزشمند Wiersema  Effective configurations of value creation and capture capabilities: Extending Treacy and Wiersema’s value  disciplines

1. Introduction More than two decades ago, Treacy and Wiersema (1993) published a seminal article on the value disciplines of market leaders and identi- fied three beneficial strategies with high face validity: product leadership, operational excellence, and customer intimacy. These strategies allow firms to gain leadership positions in their industries, because the strategies focus business operations and create competitive advantages through customer value (Treacy & Wiersema, 1993). Each strategy offers unique value to customers: Product leadership provides the most advanced technological solution, operational excellence ensures adequate solutions at the lowest cost, and customer intimacy delivers the most customized solution (Treacy & Wiersema, 1995). Despite the widespread dissemination of this typology in business practice and clear theoretical contributions in terms of outlining how firms can achieve strategic fit with their target markets and customers, no existing research elaborates how to align the different elements that constitute the operating models of each strategy. How should firms select and combine relevant capabilities to create and capture value—for example, exploit existing technologies and build strong ties with customers simultaneously, or explore new technologies and focus on new customer segments? Even as strategic management literature increasingly embraces and incorporates this typology in various quantitative approaches (e.g. Homburg & Bucerius, 2006; Shinkle, Kriauciunas, & Hundley, 2013; Thornhill & White, 2007), no studies provide theoretical elaborations or explicit empirical tests. In contrast with other typologies (e.g. Miles & Snow, 1978; Porter, 1980), Treacy and Wiersema (1993, 1995) use a strategic marketing lens and focus on customer value. The contribution of their work stems from the emphasis on specific pathways that market leaders follow to provide superior value for their customers and the importance of value creation and capture capabilities for achieving competitive advantage. Some empirical research using a similar approach simultaneously models value creation and capture mechanisms to explain why some firms are better at creating customer value and sustainable success than others (e.g. Becker & Lillemark, 2006; Mizik & Jacobson, 2003; Srinivasan, Lilien, & Sridhar, 2011). However, such studies are limited to marketing domains and do not link their findings to Treacy and Wiersema’s typology. Thus, this empirical strand has persisted without a broader theoretical framework, relying instead on basic R&D and marketing expenditures as proxies for value creation and capture capabilities. In one exception, Fang, Palmatier, and Grewal (2011) capture types of investments in resources by distinguishing their depth and breadth.