Why and when does digital business strategy help manufacturers generate value co-creation with different stakeholders?

Abstract

PurposeThis study aims to clarify why and when digital business strategy (DBS) helps manufacturing firms generate value co-creation (VC) with different stakeholders in the digital context of China. This study considers external network capability (ENC) and internal network capability (INC) as mediation mechanism, and strategic flexibility (SF) as theoretical boundary.Design/methodology/approachQuestionnaires were used and filled out by executives from manufacturing firms. The manufacturing samples from 289 different fields in China were used for hypothesis testing, and the structural equation model was the main analytical method.FindingsThis study found that DBS of manufacturing enterprises has a positive impact on VC. Specifically, DBS affects firm-partner VC and firm-consumer VC through the indirect positive effect of ENC, and affects firm-employee VC through INV. The positive effects of ENC on firm-partner VC and firm-consumer VC, as well as INC on firm-employee VC, are weak at high (or low) SF, and are strongest at moderate SF.Practical implicationsThis study provides manufacturing firms with practical insights into why and when they can implement DBS to generate VC, with a particular emphasis on the weighted role of SF.Originality/valueThis study spotlights gaps in the literature on why and when manufacturing firms can reap the benefits of DBS, focusing on one important business outcome – VC. The authors clarify the mediating role of differences in ENC and INC, as well as the inverted U-shaped moderating role of SF.