The digital age presents a volatile, uncertain, complex and ambiguous industry landscape. We argue that mastering a single value discipline is important but insufficient in the digital age. This article aims to present the value discipline intersections as a resource to establish a competitive advantage in the digital era. With the rise in digital technologies, on the one hand, traditional firms that have gained a competitive advantage so far might not stand a chance before a digitally native firm that leverages multiple value disciplines simultaneously. On the other hand, digitally native firms, by not explicating the intersections between the value disciplines, do not reap a full harvest of their investments in digitalization. We present operational innovators, co-creators, efficient customer champions and bull’s eye to unfold the value discipline intersections, relevant to the digital age. We illustrate our idea through industry examples and conclude with implications for theory and practice.
AndersonJ. C., & NarusJ. A. (1998). Business marketing: Understand what customers value. Harvard Business Review, 76(6), 53–67.
2.
BaigA., HallB., JenkinsP., LamarreE., & McCarthyB. (2020, May14). The COVID-19 recovery will be digital: A plan for the first 90 days. McKinsey Digital. Retrieved, 31 July 2022, from https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/the-covid-19-recovery-will-be-digital-a-plan-for-the-first-90-days
3.
BarneyJ. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–650.
4.
BattilanaJ., & DoradoS. (2010). Building sustainable hybrid organizations: The case of commercial microfinance organizations. Academy of Management Journal, 53(6), 1419–1440.
5.
BrowningT. R., & RamaseshR. V. (2007). A survey of activity network-based process models for managing product development projects. Production and Operations Management, 16(2), 217–240.
6.
BrummeH., SimonovichD., SkinnerW., & Van WassenhoveL. N. (2015). The strategy-focused factory in turbulent times. Production and Operations Management, 24(10), 1513–1523.
7.
BughinJ., CatlinT., HirtM., & WillmottP. (2018, January25). Why digital strategies fail. McKinsey Quarterly, 1, 61–75. Retrieved, 31 July 2022, from https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/why-digital-strategies-fail
8.
CutoloD., HargadonA., & KenneyM. (2021, March9). Competing on platforms. MIT Sloan Management Review. https://brie.berkeley.edu/sites/default/files/mitsmr-cutolo_hargadon_kenney_2021.pdf
9.
DayG. S., & MontgomeryD. B. (1999). Charting new directions for marketing. Journal of Marketing, 63(4), S3–S13.
10.
DayG. S., ShockerA. D., & SrivastavaR. K. (1979). Customer-oriented approaches to identifying product-markets. Journal of Marketing, 43(4), 8–19.
11.
DhirS. (2019). Barbeque nation. In DhirS. & Sushil (Eds), Cases in strategic management (pp. 37–54). Springer.
12.
Food and Drug Administration of US (FDA). (2021, December21). FDA approves injectable form of GSK HIV prevention drug. Reuters. Retrieved, 31 July 2022, from https://www.reuters.com/business/healthcare-pharmaceuticals/fda-approves-injectable-form-gsk-hiv-prevention-drug-2021-12-20/
13.
FDA. (2021, 22December). Coronavirus (COVID-19) update: FDA authorizes first oral antiviral for treatment of COVID-19. Retrieved, 31 July 2022, from https://www.fda.gov/news-events/press-announcements/coronavirus-covid-19-update-fda-authorizes-first-oral-antiviral-treatment-covid-19
14.
FullertonR. R., KennedyF. A., & WidenerS. K. (2014). Lean manufacturing and firm performance: The incremental contribution of lean management accounting practices. Journal of Operations Management, 32(7–8), 414–428.
15.
GulatiR. (2007). Silo busting: How to execute on the promise of customer focus. Harvard Business Review, 85(5), 98–108.
16.
HaighM. (2019, 19November). Why White Castle isn’t a fast-food giant. CNBC. Retrieved, 31 July 2022, from https://www.cnbc.com/2019/11/19/why-white-castle-is-losing-to-mcdonalds-and-burger-king.html
17.
HartS. L. (1995). A natural-resource-based view of the firm. Academy of Management Review, 20(4), 986–1014.
18.
KotterJ. P. (2001). What leaders really do. Harvard Business Review, 79(11), 1–13.
19.
KrasnikovA., & JayachandranS. (2008). The relative impact of marketing, research-and-development, and operations capabilities on firm performance. Journal of Marketing, 72(4), 1–11.
20.
KumarV., & RajanB. (2017). What’s in it for me? The creation and destruction of value for firms from stakeholders. Journal of Creating Value, 3(2), 142–156.
21.
LanzollaG., LorenzA., Miron-SpektorE., SchillingM., SolinasG., & TucciC. L. (2020). Digital transformation: What is new if anything? Emerging patterns and management research. Academy of Management Discoveries, 6(3), 341–350.
22.
LikerJ. K., & MorganJ. M. (2006). The Toyota way in services: The case of lean product development. Academy of Management Perspectives, 20(2), 5–20.
23.
MarchJ. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71–87.
OlsonE. M., SlaterS. F., & HultG. T. M. (2005). The performance implications of fit among business strategy, marketing organization structure, and strategic behavior. Journal of Marketing, 69(3), 49–65.
26.
PattersonW. C. (1993). First-mover advantage: The opportunity curve. Journal of Management Studies, 30(5), 759–777.
27.
PodolnyJ. M., & HansenM. T. (2020). How Apple is organized for innovation. Harvard Business Review, 98(6), 86–95.
28.
PorterM. E. (1997). Competitive strategy. Measuring Business Excellence, 1(2), 12–17.
29.
PorterM. E. (2001). The value chain and competitive advantage. Understanding Business Processes, 2, 50–66.
30.
PowerB. (2013, 29March). Operational excellence, meet customer intimacy. Harvard Business Review Blog. Retrieved, 31 July 2022, from https://hbr.org/2013/03/operational-excellence-meet-cu
31.
SamsonD., & TerziovskiM. (1999). The relationship between total quality management practices and operational performance. Journal of Operations Management, 17(4), 393–409.
32.
SawhneyM., WolcottR. C., & ArronizI. (2006). The 12 different ways for companies to innovate. MIT Sloan Management Review, 47(3), 75.
33.
SchaeferS., & WickertC. (2015). The efficiency paradox in organization and management theory. Academy of Management Proceedings, 2015(1), 10958.
SlaterS. F., OlsonE. M., & ReddyV. K. (1997). Strategy-based performance measurement. Business Horizons, 40(4), 37–45.
36.
SrivastavaR. K., FaheyL., & ChristensenH. K. (2001). The resource-based view and marketing: The role of market-based assets in gaining competitive advantage. Journal of Management, 27(6), 777–802.
37.
SrivastavaR. K., ShervaniT. A., & FaheyL. (1999). Marketing, business processes, and shareholder value: An organizationally embedded view of marketing activities and the discipline of marketing. Journal of Marketing, 63(4), S168–S179.
38.
StarkD. (1999). Heterarchy: Distributing intelligence and organizing diversity. In ClippingerJ. (Ed.), The biology of business: Decoding the natural laws of enterprise (pp. 152–193). Jossey-Bass.
39.
SubramaniamM., & PiskorskiM. J. (2020). How legacy businesses can compete in the sharing economy. MIT Sloan Management Review, 61(4), 31–37.
40.
SunderM. V., & GaneshL. S. (2021a). Lean additives in a service factory: A design science approach. Technovation, 104, 102269. https://doi.org/10.1016/j.technovation.2021.102269
41.
SunderM. V., & GaneshL. S. (2021b). Identification of the dynamic capabilities ecosystem: A systems thinking perspective. Group & Organization Management, 46(5), 893–930.
42.
SunderM. V., GaneshL. S., & MaratheR. R. (2018). A morphological analysis of research literature on lean six sigma for services. International Journal of Operations & Production Management, 38(1), 149–182.
43.
SunderM. V., GaneshL. S., & MaratheR. R. (2019). Dynamic capabilities: A morphological analysis framework and agenda for future research. European Business Review, 31(1), 25–63.
44.
SunderM. V., GaneshL. S., & MaratheR. R. (2021). A dynamic capabilities view of lean in a service context. IEEE Transactions on Engineering Management, 1–15. https://doi.org/10.1109/TEM.2021.3089850
45.
ThornhillS., & WhiteR. E. (2007). Strategic purity: A multi-industry evaluation of pure vs. hybrid business strategies. Strategic Management Journal, 28(5), 553–561.
46.
TreacyM., & WiersemaF. (1993). Customer intimacy and other value disciplines. Harvard Business Review, 71(1), 84–93.
47.
TreacyM., & WiersemaF. (2007). The discipline of market leaders: Choose your customers, narrow your focus, dominate your market. Hachette.
48.
VeronaG. (1999). A resource-based view of product development. Academy of Management Review, 24(1), 132–142.
WaldmanD. A., & BowenD. E. (2016). Learning to be a paradox-savvy leader. Academy of Management Perspectives, 30(3), 316–327.
51.
WernerfeltB. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.
52.
WestermanG., BonnetD., & McAfeeA. (2014). Leading digital: Turning technology into business transformation. Harvard Business Press.
53.
YunisM., TarhiniA., & KassarA. (2018). The role of ICT and innovation in enhancing organizational performance: The catalysing effect of corporate entrepreneurship. Journal of Business Research, 88, 344–356. https://doi.org/10.1016/j.jbusres.2017.12.030
54.
ZhouK. Z., YimC. K., & TseD. K. (2005). The effects of strategic orientations on technology-and market-based breakthrough innovations. Journal of Marketing, 69(2), 42–60.
