Academic literature on the topic 'Co-Innovation value chain'

Purpose – Building on recent advances in innovation research on developing country agriculture, this paper explores the concept of co-innovation, i.e. innovations that combine technological, organisational and institutional changes and that encompass different actors in and around the value chain. The purpose of this paper is to contribute to a further conceptualisation of co-innovation and show its usefulness for analysing innovation initiatives in agrifood chains. Design/methodology/approach – The paper combines two streams of literature (innovation systems and value chains) and is based on a review of the experiences with innovation in three different value chains in three African countries: potato in Ethiopia, pineapple in Benin and citrus in South Africa. Findings – Co-innovation is the combination of collaborative, complementary and coordinated innovation. “Collaborative” refers to the multi-actor character of the innovation process, where each actor brings in specific knowledge and resources. “Complementary” indicates the smart combination of technological, organisational and institutional innovation. “Coordinated” draws attention to the importance of chain-wide adjustments and changes to make innovation in one stage of the chain a success. Practical implications – The identified dimensions of co-innovation (the triple “co-”) provide a practical guide for the design of effective interventions aimed at promoting innovation in African agrifood chains. Originality/value – The paper is the first to provide a comprehensive conceptualisation of co-innovation. On the basis of both theoretical arguments and evidence from three illustrative case studies it is argued that successful innovation in agrifood chains requires the innovation process to be collaborative, coordinated and complementary.

This study aims to develop a comprehensive integrated model which helps in explaining the impact of value chain integration’s (VCI)’s and relational capability impact on co-innovation in a network and competitive advantage. It also explores the role of value network-based co-innovation as a mediator in the relationship between supply chain integration and competitive advantage, and in the relationship between relational capabilities and competitive advantage of a housing bank sector. The study suggests that firm gains competitive advantage by utilizing value chain integration and relational capability. It is argued here that co-innovation based on value network has mediating role to create competitive advantage. The paper provides a discussion and implication on where value lies and how value is co-created in network of interdependent relationship and illustrate this by sketching a value map in network relationship and possible innovations that can be co-created in housing bank ecosystem. The study involved a single government owned bank located in different cities, therefore the results should be generalized cautiously. This paper constitutes an attempt to stimulate efforts and provide directions on the further conceptual development of value network-based co-innovation (VNBC). The newly developed measure of VNBC and CA exempt from past conceptual streams of the determinant of CA, could be used for valid measurements in future empirical studies in the field of strategic management. The paper provides a practical implications for managers to identify value and utilize new way of analyzing value-chain to create co-innovation within housing bank ecosystem. It also allows manager to practicing relational capability which gives the most impact to competitive advantage..

In response to the global fight against environmental deterioration and resource shortage, many governments call on firms to implement green innovation strategies. However, for most small and medium-sized firms, the high cost of green innovation makes it difficult to achieve green goals, causing the need for a growing number of firms to cooperate with their supply chain partners on green innovations. Thus, this study explores, from a value co-creation perspective, how supply chain partners share the investment in, and benefits of, green innovation, assuring their long-term cooperation. Based on a three-level manufacturing supply chain, this paper proposes three different types of green co-creation strategies (i.e., the manufacturer and its supplier, the manufacturer and its competitor, the manufacturer and its retailer). We set the mechanism of co-creation to share the cost of green investment and consider the impact of co-creation on the sales of supply chain partners. Then, by constructing the value functions of three co-creation strategies and proving the concavity of these functions, the findings indicate that different co-creation strategies can indeed improve the firm’s profit in a certain range and achieve a different maximum value in a certain green investment sharing point. This study enriches the literature on green co-creation in supply chains by combing green investment sharing strategies among supply chain partners with value co-creation. In addition, this study provides manufacturers with guidelines on how to share green costs and choose a green co-creation strategy in different operational environments.

There is growing recognition that sustainable innovation is not necessarily about new technologies, but about new or adapted organisational models, behaviours, and networks. How people engage in or with innovation is driven by values, but values differ across actor categories in agri-food value-chains. Understanding actors’ values helps us to identify potential for collaborative innovation within agri-food value-chains, and to address potential barriers and obstacles. In the context of the Ploutos H2020 project, we conducted participatory focus group (FG) sessions at the EU level involving actors across the value-chain to brainstorm values, enablers, and hindrances in the process of sustainability-oriented innovation. Participants co-created stories showing scenarios within sustainability-oriented innovation where conflicts could occur between values and others where mutual values were created by multi-actor alliances. Based on a qualitative description of the data collected in these FGs, we identify a range of cultural and social values in decision-making and innovation processes, creating dilemmas and trade-offs, but also opportunities for sustainability-oriented innovation. A strong ecosystem of collaboration across the value-chain, based on relationships of shared interests and trust, is fundamental to innovation. We provide detailed insights regarding the use of participatory approaches to working with innovation actors to increase awareness of diversity in value systems and how it can be negotiated. Our findings are of particular interest to practice oriented scholars, practitioners, and innovation brokers working on the ground to further SOI.

Strategic decisions like supply chain integration and interfirm value co-creation are significant to SMEs’ performance. Therefore, this paper aims to find out the relationships between supply chain integration, interfirm value co-creation, and firm performance in Ghanaian SMEs. We employed a structural equation model (SEM) to estimate the responses of 473 SMEs registered with the Association of Ghanaian Industries (AGI) to find the nexus between supply chain integration, interfirm value co-creation, and the performance of Ghanaian SMEs. Further, we test for the mediating role of innovation capability and stakeholder pressure in the relationships between supply chain integration and firm performance and the relationship between supply chain integration and interfirm value co-creation, respectively. We found a positive significant relationship between the variables. Innovation capability mediates the positive relationship between supply chain integration and firm performance. Interfirm value co-creation has a negative relationship with the innovation capabilities of SMEs. Therefore, Ghanaian SMEs can invest in technologies, which promote collaborations with external parties to create value while minimizing cost.

Purpose – The purpose of this paper is to explore how traditional agribusiness firms can differentiate their product through innovation and branding at the value chain level, through the application of entrepreneurial marketing (EM). Traditionally, fresh vegetable products have been marketed as unbranded commodities. Design/methodology/approach – To address the research aim, this paper used a case study, which included semi-structured interviews with managers and personnel and unstructured observation of supply chain processes. Findings – The findings are based on a Tasmanian fresh broccoli value chain and suggest that EM could be effectively integrated at a multi-firm level. Clear communication, knowledge sharing, and trusting relationships are necessary to create a shared vision and a sustainable value chain. Research limitations/implications – An increasing number of firms in the agribusiness sector are looking for strategies that can enhance value for themselves and members of their chain. EM as a strategy can help an entire value chain achieve product differentiation and co-innovation, with flow on benefits to the consumer. Originality/value – There is limited research at the entrepreneurial and marketing interface that explores the application of EM at an inter-organizational level. This paper is one of the first to investigate EM in context of a supply chain management, using a value chain innovation framework.

Purpose – Smallholder farmers often deal with lack of information and knowledge, weak financial capacity and limited collaboration and network orientation. This is hampering their ability to adopt or co-develop innovation, and to participate in value chain exchanges. This calls for using intermediary organizations. The purpose of this paper is to understand how innovation intermediaries engage with smallholder farmers and provoke value chain reconfigurations. Design/methodology/approach – The authors systematically review literature to draw cases on intermediaries operating in the agri-food sector in several geographical and socio-economic contexts. The authors then adopt a theory building from cases approach to identify relationships between smallholder farmers and innovation intermediaries, and their effects in the reconfiguration of value chains. Findings – Consultants, knowledge transfer organizations (KTOs) and broker organizations (BOs) are the three typologies of intermediaries identified. While consultants facilitate change by modifying the way smallholders engage in transactions with their buyers and input providers, KTOs focus on farmers engagement in the value chain by stimulating the formation of knowledge platform or partnership. BOs operate in a similar way as compared to KTOs but mainly by forming and facilitating access to informal networks. Practical implications – The authors build a framework in which relationships between typologies of intermediary organizations and types of innovation processes are connected with changes at value chain level. Originality/value – The authors highlight how diverse forms of intermediations may stimulate not only smallholder farmers’ participation in innovation networks but also value chain reconfigurations.

Enterprises are the origin of social innovation. Enterprises implement sustainable relations through “people-oriented” social value creation, particularly other economic developments in the post-2020 COVID-19 pandemic no longer show linear development but more diversity. On the one hand, enterprises must face the fast social transformation towards AI and superintelligence. On the other hand, enterprises must cope with green sustainable development, emphasizing corporate social responsibility in innovative research and development. An increasing number of enterprises respond to the service-oriented and green sustainability-based consumer market today by expanding and collaborating between the upstream and downstream relations in supply chains. Therefore, enterprises must construct a healthy and sustainable dynamic value chain through value co-creation. The study analyzes the types of the dynamic brand value chain and the operational conditions that provide enterprises with the direction in searching for and establishing a sustainable partnership. We employ literature review, case analysis, and in-depth interviews to determine the types and causes of the dynamic brand value chain, followed by integrating sustainable design to verify the sustainability in the dynamic brand value chain model. The study findings show that growth in quadrants of culture for the tandem brand value chain acts as the primary motivation to strengthen a sustainable relationship. Subsequently, the development in pursuit of brand value creation will intensify the sustainable relationships and activities of the brand, causing sustainable partnerships to be more intense. The primary motivation for the branch brand value chain lies in the growth in quadrants of culture; the more extensive the development system, the more diverse the participating niche brand, and the brand value innovation of pursuit climbs higher.

Purpose The purpose of this paper is to promote decision-making structures between the customer and the supplier in a highly uncertain environment. This phenomenon of demand-supply chain synchronisation includes sharing of high-quality and timely demand and supply information in order to improve the quality and speed of decision-making. Design/methodology/approach The study was carried out as an abductive case study, which started from empirical observations that did not match the prior theoretical framework. Through abductive reasoning and empirical experiments, the prior framework was extended to a new synchronisation model and tools that better accommodate the observed need. Findings A new co-innovation toolbox was developed to create common understanding of demand-supply chain synchronisation between the customer and the supplier. The toolbox includes Demand Visibility Point-Demand Penetration Point, Supply Visibility Point–Supply Penetration Point and Integrative Synchronisation tools. Research limitations/implications The study extends the current models and tools of demand-supply chain synchronisation. With the new toolbox, the development needs of decision-making structures can be identified more comprehensively than with the current tools. Practical implications The developed visual toolbox helps partners create a common understanding of problems and development possibilities in demand-supply chain synchronisation in a highly uncertain environment. Common understanding is a starting point for changing decision-making structures to improve the overall performance of a demand-supply chain. Originality/value The new toolbox is both more comprehensive and more detailed than the previous tools.

Pendant le covid-19, le secteur agro-industriel continue de prouver un rôle important dans la contribution de la puissance économique vietnamienne. Au cours de la dernière décennie, la compétitivité internationale répondant aux tendances du marché a entraîné une vague intensive d'investissements, de mise à niveau technique et d'industrialisation. On s'attend donc à ce qu'il augmente les revenus et l'emploi dans l'économie nationale en favorisant les exportations et en utilisant les avantages et opportunités potentiels.Cependant, les produits de base vietnamiens ont rejoint la chaîne de valeur mondiale mais se sont limités à fournir des intrants sous forme de produits agricoles bruts, alors que la valeur ajoutée pour eux est principalement due à la transformation, au conditionnement et aux opérations commerciales. La technovation au niveau de l'entreprise en tant qu'énergie nucléaire de la croissance économique exige un effort progressif soutenu. Dans un écosystème ouvert et riche en technologies, une diversification pionnière, une fabrication améliorée et des compléments/services efficaces génèrent des retombées de co-innovation et augmentent la valeur ajoutée nationale. La plupart des entreprises deviennent de plus en plus performantes et compétitives par rapport à leurs rivales en raison de leur innovation systématique avant-gardiste. Le processus d'agro-technovation se positionne comme un rôle central qui contribue à améliorer la performance des agro-industriels vietnamiens. Il est essentiel d'être conscient de la relation technovation-concurrence qui aide les exportateurs agro-alimentaires à améliorer leur activité et à réagir rapidement aux évolutions du marché.Nous avons développé un cadre décrivant comment les agro-entreprises adoptent avec succès les sources technologiques dans le processus de gestion de la technovation (TMP) en appliquant la théorie de la diffusion. Une méthode d'étude de cas qualitative a été adaptée pour saisir les aperçus des cadres supérieurs et de leur personnel chez six exportateurs agro-industriels typiques. Dans le cadre d'une analyse intra- et inter-cas, nous avons examiné s'il existe deux groupes (compétitif et non compétitif) qui peuvent être caractérisés par des performances de technovation. De plus, en attribuant six cas à l'une des quatre positions concordantes, la matrice de performance-compétitivité de l'agro-technovation (APC) comme outil d'analyse renforce notre classification des groupes compétitifs et non compétitifs. De plus, l'application de cette matrice aide les dirigeants à allouer des ressources et des capitaux pour sélectionner et construire leur propre stratégie commerciale.Dans l'étape suivante, notre recherche révèle également que ce processus de technovation réussi a été initié simultanément par le facteur intra-push (planification stratégique et nouvelles pratiques de GRH) et le facteur extra-pull (actifs incorporels). Nous avons pensé que dans le processus de technovation interne, il se produit une transformation de technovation de trois flux: les connaissances organisationnelles, et le comportement organisationnel et la culture organisationnelle dans les cas de groupes concurrentiels. Sur la base d'une analyse approfondie, nous avons étudié ce processus de gestion complet que la technologie moderne a investi et que la division R&D a établi, façonnant la chaîne de valeur de la co-innovation (CVC)
During the covid-19, the agro-industrial sector continues to prove a significant role in the contribution of Vietnamese economic power. In past decade, international competiveness responding to market trends has brought an intensive wave of investment, technical upgrade, and industrialization. It, then, is expected to increase income and employment in the domestic economy by promoting export and utilizating potential advantages and opportunities.However, Vietnamese commodities have joined the global value chain but only stopped at providing inputs in the form of raw agricultural products, while the added value for them is mainly due to processing, packaging and commercial operations. Firm-level technovation as a nuclear energy of economic growth require a sustained progressive endeavour. Under an open and rich-tech ecosystem, pioneering diversification, upgraded manufacturing and effective complements/services generate co-innovation spillovers amd increase domestic value added. Most firms are becoming increasingly successful and competitive in comparison with their rivals because of their forward-thinking systematic innovation. The agro-technovation process is positioned as a central role that helps to improve the performance of Vietnamese agro-manufacturers. It is essential to be aware of the technovation-competition relationship which helps agro-processing exporter improve their business and respond quickly to market changes.We developed a framework that described how agro-enterprises adopt technological sources successfully into the technovation management process (TMP) by applying the diffusion theory. A qualitative case-study method was conformed to capture the overviews of senior executives and their staff at six typical agro-manufacturing exporters. Under a within- and across-case ananlysis, we examined whether there are two groups (competitive and non-competitive) which can be characterized by technovation performance. Moreover, by assigning six cases to one of four concordant positions, the matrix of agro-technovation performance-competitiveness (APC) as an analytical tool strengthening our classification of competitive and non-competitive groups. Furthermore, application of this matrix help excecutives allocate resources and capital to select and build their own business strategy.In next step, our research also reveals that this sucessful technovation process was initiated simultaneously by the intra-push factor (strategic planning and new HRM practices) and extra-pull factor (intangible assets). We figured that within the internal technovation process, there is occurring a technovation transformation of three flows: organizational knowledge, and organizational behavior and organizational culture in competitive-group cases. Based on a in-depth analysis, we investigated that comprehensive management process which modern technology invested and R&D division established, shaping the co-inovation value chain (CVC).Finally, a desired CVC could be observed with all of the five aspects of visible technovation-outputs explored such a new business model, new value for customers, new customer base, new effective value chain or new products/services. However, for a competitive agro-business, its five visible outputs become resiliently and flexibly once five invisible stabilized pillars (coordination, collaboration, convergence, complementarity and co-creation) had been established before. Through their CVC management practices, agro-manufactures eanable transform their limited technological resources efficiently to achieve the greater competive advantage

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Este estudo analisa como empresas fabricantes de produtos e serviços de tecnologia identificam, avaliam e gerenciam oportunidades de agregação de valor. Foram investigadas dez fornecedoras de produtos e serviços de tecnologia. Os achados indicam que a identificação de oportunidades requer que os fornecedores desenvolvam relacionamentos e contatos em diferentes níveis com o cliente. Esses relacionamentos objetivam identificar oportunidades de agregação de valor, remover barreiras à compra, fundamentar ofertas de preços, aprimorar propostas comerciais, e conhecer os movimentos e inovações da concorrência. Problemas técnicos ou comerciais ocorridos no passado podem influenciar negativamente na futura identificação de oportunidades de criação de valor entre as partes. Os fornecedores avaliam a viabilidade de exploração de uma oportunidade de agregação de valor junto a seus clientes a partir da consideração conjunta de aspectos técnicos, operacionais, mercadológicos (internos e externos) e estratégicos. O posicionamento final do fornecedor acerca da exploração da oportunidade de agregação de valor é determinado pela análise estratégica da oportunidade. Essa análise define se o fornecedor desenvolverá soluções inovadoras e menos sensíveis à guerra de preços para ampliar margens, ou aprimorará soluções existentes com o intuito de aumentar a competitividade dessas, ou, então, se o fornecedor deixará a oportunidade para seus concorrentes. O gerenciamento das oportunidades de agregação de valor requer que as empresas identifiquem os benefícios que a solução agrega ao cliente. Esses benefícios são quantificados de forma a subsidiar a definição das proposições de valor a serem, posteriormente, apresentadas aos clientes. Este estudo analisa como empresas fabricantes de produtos e serviços de tecnologia identificam, avaliam e gerenciam oportunidades de agregação de valor. Foram investigadas dez fornecedoras de produtos e serviços de tecnologia. Os achados indicam que a identificação de oportunidades requer que os fornecedores desenvolvam relacionamentos e contatos em diferentes níveis com o cliente. Esses relacionamentos objetivam identificar oportunidades de agregação de valor, remover barreiras à compra, fundamentar ofertas de preços, aprimorar propostas comerciais, e conhecer os movimentos e inovações da concorrência. Problemas técnicos ou comerciais ocorridos no passado podem influenciar negativamente na futura identificação de oportunidades de criação de valor entre as partes. Os fornecedores avaliam a viabilidade de exploração de uma oportunidade de agregação de valor junto a seus clientes a partir da consideração conjunta de aspectos técnicos, operacionais, mercadológicos (internos e externos) e estratégicos. O posicionamento final do fornecedor acerca da exploração da oportunidade de agregação de valor é determinado pela análise estratégica da oportunidade. Essa análise define se o fornecedor desenvolverá soluções inovadoras e menos sensíveis à guerra de preços para ampliar margens, ou aprimorará soluções existentes com o intuito de aumentar a competitividade dessas, ou, então, se o fornecedor deixará a oportunidade para seus concorrentes. O gerenciamento das oportunidades de agregação de valor requer que as empresas identifiquem os benefícios que a solução agrega ao cliente. Esses benefícios são quantificados de forma a subsidiar a definição das proposições de valor a serem, posteriormente, apresentadas aos clientes.
This paper analyzes how product manufacturers and technology service providers identify, evaluate, and manage value-added opportunities. The study looks into ten product manufacturers and technology service providers. The findings indicate that the identification of opportunities requires that the suppliers develop customer relationships and contacts at different levels. The purpose of such relationships is to identify value-added opportunities, remove barriers to buying, make price offers, improve business propositions, and get to know the competitors’ moves and innovation initiatives. Past technical and business issues may adversely influence the future identification of opportunities of co-creation of value between the parties. The suppliers evaluate the feasibility of exploring a value-added opportunity with their customers by means of a joint consideration of technical, operational, marketing (internal and external) and strategic aspects. The suppliers make their final decision whether or not to explore value-added opportunities based on a strategic analysis of the opportunity. The analysis defines whether the supplier will develop innovative solutions that are less sensitive to the price wars to increase their margins, improve the existing solutions in order to enhance their competitiveness, or leave the opportunity to their competitors. The management of value-added opportunities requires that the companies identify the benefits that the solution adds to the customer. Those benefits are quantified so as to subsidize the definition of proposed values that will then be presented to the customers.

Nel contesto della nuova rivoluzione industriale, alti livelli di turbolenza, dinamismo, volatilità, globalizzazione, competizione e un diverso ruolo del consumatore riconfigurano il panorama delle supply chain e delle innovazioni. Nonostante il valore co-creato e le ultime innovazioni in ottica customer driven siano ormai elementi imprescindibili, poche ricerche si sono focalizzate sulle caratteristiche di una supply chain guidata dal consumatore e sull’impatto o implementazione della stampa 3D. Pertanto, questa tesi mira ad esplorare gli aspetti principali della customer driven supply chain e della direct digital manufacturing technology. Il Paper I presenta una revisione sistematica della letteratura e fornisce un quadro concettuale utile per organizzare i contributi più recenti sull'argomento, implementando la teoria e suggerendo linee guida per i manager. Il Paper II e Paper III propongono ricerche qualitative mediante singoli casi studio che rispettivamente analizzano come la stampa 3D è in grado di facilitare la supply chain customer centricity attraverso la co-creazione di valore nel settore aerospaziale e come un technology provider può implementare un’innovazione customer centric nel settore della gioielleria italiana. Gli studi suggeriscono modelli concettuali e proposizioni che incrementano la letteratura esistente e guidano i manager. Questa tesi contribuisce all'esplorazione dei recenti progressi in merito all’'orientamento della supply chain e della direct digital manufacturing technology fornendo analisi critiche approfondite relative a diverse metodologie.
In the new industrial revolution, high levels of turbulence, dynamism, volatility, globalization, competition and modified customer’s role reconfigure supply chains and innovations landscape. Even if value co-creation and last technologies towards customer driven orientation are unavoidable elements, few contributions have focused on customer driven supply chain characteristics and on 3D printing impact on supply chain or elements of its implementation. For this reason, the thesis aims to explore the main features of customer driven supply chains and direct digital manufacturing technology. Paper I presents a systematic literature review that shows a conceptual framework able to organize the most recent contributions on the topic, implementing the knowledge on the theme and suggesting guidelines to managers. Paper II and Paper III provide qualitative constructive single case study research respectively focused on how 3D printing can enable supply chain customer centricity by value co-creation in the aerospace sector and how 3D printing can be implemented by a technology provider in the Italian jewellery sector. The studies suggest conceptual framework and propositions for improving existing knowledge and addressing managers. This thesis contributes to the exploration of recent advancements in supply chain orientation and direct digital manufacturing technology by providing deep critical analysis related to diverse methodologies.

Up until recently, the role of the customer in economic geography seems to have been confined to a passive recipient of products at the end of the value chain. Innovation, in particular, has been conceived as an affair within and between firms. More recently, however, this traditional perception has been challenged. Consumers, in fact, are no longer seen as mere buyers of commodities but are more and more perceived (and perceive themselves) as competent users who contribute valuable knowledge to innovation processes and who have the power and capacity to intervene at all stages in the value creation process. Value co-creation has emerged as a new paradigm that signifies this transformation of the role of consumers. The prime aim of this chapter is to map out the evolving terrain of value co-creation and to draw conclusions for economic geographical inquiry into innovation processes.

Abstract Introduction of Conservation Agriculture (CA) and associated climate-resilient agriculture practices within an innovation system approach, and using farmer-level experimentation and learning groups as the primary learning and social empowerment processes, has created a sustainable and expanding farming alternative for smallholders that is improving their resilience to climate change substantially. Through a knowledge co-creation process, smallholder farmers in the programme have adapted and incorporated a wide range of practices into their farming system, including minimum soil disturbance, close spacing, improved varieties, judicious use of fertilizer, pesticides and herbicides, crop diversification, intercropping and crop rotation as well as fodder production and livestock integration. They have organized themselves into learning groups, local savings and loan associations, water committees, farmer centres and cooperatives and in so doing have created innovation platforms for local value chain development. They have built ongoing relationships with other smallholders, NGOs, academic institutions, government extension services and agribusiness suppliers, and have promoted CA tirelessly within their local communities and social networks. To date, this is the most successful model for implementation of CA in smallholder farming in South Africa and, through networking and upscaling activities, is being promoted nationally as a strategic approach to smallholder adaptation and mitigation programming, in line with the Africa climate smart agriculture (CSA) Vision 25×25 (NEPAD, Malabo, June 2014).

AbstractThe paper uses the case study of Limpopo province to discuss technology innovations in green transport in South Africa with respect to the reduction of global greenhouse emission through technology innovation. South Africa’s emission from fuel combustion is the world’s 15th largest in forms of CO emission because it contributes about 1.2% of global emissions. In a submission from the Department of Environmental Affairs (DEA) on the impact of greenhouse emissions stated that companies are required to be innovative to reduce the carbon emission levels in South Africa. Literature on road transport in South Africa shows that road transport is the fastest growing source of greenhouse gas emissions, accounting for 19% of global energy consumption. The policy to promote an integrated public transport in municipalities is in line with the National Development Plan and the White Paper on National Climate Change Response. This requires innovative technology that promotes carbon trading markets such as taxi recapitalisation programmes and carbon tax on new vehicles. The study analysed the factors influencing green technology innovations in South Africa with specific reference to Limpopo province green transportation study. The methodology used to unpack innovative technology in South Africa discusses green technology in Limpopo province in the context of greenhouse gases emission reduction innovative technologies in the transport sector with respect to sustainable fuels, energy efficient systems and smart information as well as hybrid technologies. The study advances arguments on technologies for engine and propulsion systems, alternative energy sources, navigation technologies, cargo handling systems, heating and cooling vehicles, road and rail vehicles and maritime transportation with respect to innovations as well as battery charging systems, engine oil disposal etc. The findings shows that no single trajectory of technology innovation in green transport will suffice but technological innovations that improve fuel economy and transition from fossil fuels to cleaner fuel alternatives. The study in Limpopo province showed that green transport innovations must not obscure the role of non-technological innovations in reducing emissions, but the two should be tackled with green transport value chain as a whole.

AbstractThe chapter analyses a co-designed project in the food value chain. Looking at how to identify and stimulate new synergies among the local community in order to co-develop educational, logistic and environmental supports for better redistributing, upcycling and composting food locally, it critically presents the case of a Symbiotic System for food surplus and bio waste valorisation at a neighbourhood scale.

Abstract Since its introduction into the Southern Highlands of Tanzania by researchers 25 years ago, Conservation Agriculture (CA) has been well received, researched and the concept proven to be increasing productivity and incomes, enhancing resilience of livelihoods and contributing to reducing greenhouse gas emissions. CA research, as defined by the three interlined principles, was introduced into the Southern Highlands by the Tanzania Agricultural Research Institute (TARI) Uyole, formerly Agricultural Research Institute (ARI) Uyole around 1995. Research results showed a labour saving of up to 70% in CA compared to conventional tillage, yield increases of 26%-100% and 360% for maize and sunflower, respectively, partly attributed to higher moisture content (18%-24%) in CA systems. CA was also found to be much more effective in mitigating dry spells and increasing productivity in maize production in areas where average annual rainfall is less than 770 mm. Economic analysis of maize production showed that profits in CA were three times more than in conventional tillage production at US$526.9 ha^-1 and US$ 176.6 ha^-1, respectively. Profits were twice as much for beans under CA at US$917.4 ha^-1 compared to US$376.3 ha^-1 for conventional practice. Studies confirm that 5% of farmers in the Southern Highlands have adopted CA. Increased uptake requires addressing challenges including resistance to change in mindset, inaccessibility of appropriate mechanization and cover crop seeds, traditions of free-range communal grazing of livestock (which makes it difficult for farmers to retain crop residue in their farms) and shortage of investment capital. A holistic value chain approach is recommended in CA interventions, bringing together various stakeholders including scientists, trainers, extension workers, administrators, policy makers, agro-inputs and machinery dealers, machinery service providers, agro-processors and financial institutions. The innovations adaptation set-up brings service providers closer to farmers for co-innovation. Long-term CA programmes are recommended, with farmers being taken through the complete learning cycle in testing CA technologies under their own farm environments. This should be complemented by entrepreneurial CA machinery hire services provision to increase the availability of farm power to smallholders unlikely to have the capital or skills to buy and manage their own machinery. The proof of application of the CA concept in the Southern Highlands has set the stage for further scaling the adoption of CA through support from national policies and programmes.

As a new field in the service industry, logistics is growing rapidly and is regarded as a fundamental industry in a national economy. Its development is an important symbol of a country’s modernization and national strength. It also works as an accelerator in economic development. At the initial stage of transforming traditional logistics service to a modern logistics service in China, logistics enterprises have encountered many difficulties and problems including an imbalanced supply and demand, distempered industrial structure, faultiness of serving process and backwardness of logistics technology since 2005.Compared with developed countries, there is a great gap between Chinese logistics enterprises and advanced countries’ in the aspects of service concepts, model, and content and techniques. Therefore, based on the service innovation driving model theory, the authors analyze the integrated innovation model of logistics enterprises, logistics technology and network model, and the value-added service model. The authors select Shenzhen China Overseas Logistics Co. LTD (COL) as the empirical object to analyze its operation of technology and non-technology innovation and summarize its inner and outer driving force on promoting service innovation.

Innovation is increasingly generated and sourced in multiple locations beyond country borders. Among these, Global Value Chains (GVCs) stand out. However, has this process contributed to increased cross-border innovation? Have the relationships between lead firms, often Multinational Enterprises (MNEs) and their different tiers of suppliers, made possible learning and innovation in local firms, and in some instances even frontier innovation? This chapter represents a first attempt to answer these questions. First, the chapter argues that innovation systems and GVCs often co-evolve along various possible trajectories, with different impacts on enterprises’ innovation and learning. Secondly, the chapter claims that a concept of ‘GVC-oriented policies’ is required to understand what policies countries may implement vis-à-vis GVCs, and how the existence of GVCs imposes a rethinking of traditional economic policies, especially when the aim is to foster cross-border innovation. Then, an introductory taxonomy is presented and a series of examples from various countries to illustrate the approach are discussed.

The chapter addresses the issue of port value creation from a supply chain integration (SCI) perspective. Based on the concept of supply chain management (SCM), a theoretical model is proposed aimed at identifying the sources of value creation in port environment. The model views the port as a network of actors, resources and activities that co-produces value by promoting a number of interdependencies and assumes that the competitiveness of this port supply network increasingly depends on its “organisational component” as it affects the quality of services including range of logistics services, information and communication technology (ICT) solutions, know-how, and relationships in the port network itself. The final purpose of this model is the definition of a pro-active role of port in supply chain integration and therefore to support port authorities in defining their strategies in the context of growing complexity affecting both the port community and the external competitive arena.

Companies are moving from an industrial strategic paradigm into a new paradigm where value co-creation has become a key issue. There are different levels of value co-creation but until now co-creation has often been operating on the outer edges of a company’s value chain. We are, however, moving towards a veritable revolution where value creation will be the core activity of the organisation and customers will act as co-producers, co-creating values (Normann, 2001). This chapter outlines different approaches and developments related to co-creation, but emphasizes the capacity of a design approach. The chapter also defines the challenges of co-creation and reports experiences from ongoing research in a bank. In this example the designer is the facilitator of this organisational process – arranging conversations and debates about the values of the community (Buchanan, 2006). Co-creation is also seen as a kind of rhetorical design communication about values, and rhetorical analysis of values (Perelman, 1969), and motives (Burke, 1969) are applied. The chapter outlines experiences, possibilities and challenges from an ongoing co-creation process in a bank: design of artifacts for co-creation, the creative session with people (inside and outside the company), and analysis and transformation of the responses into a creative and useful tool for the bank. Finally future challenges and possibilities are discussed.

The world is changing rapidly, and it is difficult to form clear understanding of future challenges and opportunities. Continuous demand on sustainability, carbon neutrality, circular economy and life cycle material chain management has changed societies and all industries fast. However, sustainable development and competitiveness are always based on being economically viable and circular economy itself is an economic theory. The amount of usable data in business environment is at the same time exponentially increasing. Technology opportunities as well are prominent to use the data in managing by data for the purpose of business co-evolution. Competitive landscape is shifting from well-defined industries to broader ecosystems and traditional enterprise boundaries are breaking down. This also means for busines transition towards platform economy e.g. enterprise production lines to networked intelligent value chains and ecosystems. Companies need in this disruptive situation an ecosystem strategy and analysis, which type of business model they are utilizing. Businesses are networking and transforming into ecosystems, emphasizing the management of interface processes. It is essential to understand digital ecosystem supporting business co-evolution. Data is a valuable currency that gives fuel for innovation and data driven co-evolution. Capturing of new data from various sources and executing it in business in transition requires human- oriented data-driven business architecture and strategy alignment on that basis towards circular economy business model and continuous coevolution. Circular economy ecosystems are based on economic theory, and they are not working if they are not economically viable. The goal of this article is to identify and analyze the life cycle material flow in circular economy in different business areas and find various business models and similarities in business practices. At the same time, this article attempts to develop framework for the strategic management of complex change through sustainable co-evolution in order to achieve a competitive edge for companies.This research is partly constructive, conceptual and analytical, because it introduces pathway to ecosystem strategy and introduces experiences of applying different evolutionary circular economy business models. Data for this concept creation has been collected over several years on continuous flow from ten different regional applied research and development projects. The data sources have also been interviews and workshops executed during projects on foresight and scenario planning basis. The researchers have been able to participate on creation of several regional ecosystems. Researchers have contributed on ecosystem strategy planning, decision making and continuous development practices.The complexity of co-evolution is difficult to manage without ecosystem- based approach. A generic perception of this research is that successful ecosystem needs clear ecosystem strategy and should set up a shared vision and evolutionary roadmap to serve as basis for common value creation, co- operation and ecosystem leadership. All ecosystem players can focus attention of ecosystems in the value propositions that are being pursued, not in corporate identity. It is important to understand that ecosystem is value driven. Ecosystems are defined around the roles, positions, and flows across the partners that create a value proposition. Nearly all business fields and enterprises face the need for transition towards data- driven circular economy business model and continuous coevolution through digital ecosystem.

Abstract In this paper we present our Blockchain-based solution to digitalize green LNG (liquefied natural gas); how with our digital asset, we create the differentiated-product carbon-neutrality LNG, leveraging innovation carbon-neutral business models in the natural gas eco-system. We design digital twins to represent a certain volume of non-fungible gas. We track the digital twin of a molecule, tagged with metadata. The purpose of our technical development is to create a "digital asset" (DA); a virtual representation of a volume of LNG associated with a specific LNG cargo, reflecting specific green attributes. The DA can be split into phases, corresponding to LNG supply chain steps, to represent a specific volume of GHG emitted. Our model incorporates the possibility for LNG stakeholders to offset and compensate GHG emitted they are directly/indirectly responsible for and/or accountable for. Additionally, LNG Stakeholders can interact on a specific volume (parceled), differentiating the same molecules of gas (fungible) with specific green attributes (non-fungible). We developed innovative digital assets’ features: – Fractionable (dividable digital asset, for a specific volume of LNG); – Transferable (change of ownership, for traceability along all value chain); – Transactional & Valuable (a Premium offers with evidence of low emission); and, Stackable (rewards mechanisms). This permits to provide a life-time value oriented service in a dynamic multi-actors model, to incentivize sustainable LNG with a premium, and value non-tangible assets. Lastly, we programmed a redistribution mechanism, governed by smart contracts, to transfer collected fees (value pool) to local communities, triggering positive impacts; contributing to UN SDGs achievement. Our Blockchain solution aims to establish a single origin of truth to provide LNG buyers and sellers with a decentralized interoperable view of carbon-neutral LNG cargoes; offering new capabilities to tackle issues LNG players are dealing with: clear delineation, silos approach (vs. collaborative), authoritative single source of information, data transparency, identified legitimate users, added-value generation; premium (attached / detached) in case of re-export, co-purchasing, borrowing & lending; and attribution of benefits of auditable emission intensities, including to big industrial gas consumers. LNG players can help entities meet their net-zero commitments by sourcing green LNG; supporting companies for their green/carbon neutral initiatives throughout the whole supply chain.