Configuring Value Creation Processes for Global Service: Evidence from an IT firm

To survive and prosper in a networked economy, organizations must learn how to act as part of a wider value network. Key firm capabilities are thus the positioning in a value network and the providing of services that are attractive for the market. In this article I report from a longitudinal study targeting a team that has been forced to handle a re-positioning within its value network. The team started out developing a software, tailor-made for each customer, but development have taken them to various positions and delivery context creating challenges for the team to tackle. As contributions, this research has the goal of providing new theoretical insights about the challenges involved in managing information infrastructure services from various positions in a value chain, how information gaps in value chains emerge as a result of an increased distance between service provider and customer, and how such gaps can be solved.