An ICT-based start-up entering maritime logistics networks: facilitation of value cocreation patterns

Aysu Göçer; Ceren Altuntas Vural; Frida Lind

doi:10.1108/jbim-12-2021-0569

An ICT-based start-up entering maritime logistics networks: facilitation of value cocreation patterns

Göçer, Aysu; Altuntas Vural, Ceren; Lind, Frida 2023-12-18 00:00:00 Purpose – This study aims to explore how a start-up entering maritime logistics networks (MLNs) in the container shipping industry integrates resources underlying value cocreation patterns in these networks. Design/methodology/approach – The paper is based on a single case study of a technological start-up, providing tracking, tracing and other information services to MLN members using internet-based software. An interorganizational theory perspective informs the case study to unveil the resource integration for value cocreation in the network. Findings – The start-up holds multiple resource interaction roles and the start-up’s involvement enables the creation of new knowledge resources, which facilitate new revenue streams and manage resource dependencies. Hence, the ﬁndings indicate that the start-up changes value cocreation patterns in the network by reconﬁguring and integrating existing resources so that the service is customized for various customers, including shippers and freight forwarders. Practical implications – The results provide insights about how technological start-ups can unlock resources within MLNs. Originality/value – The study extends previous studies on resource roles in business networks and shows how start-ups can perform multiple roles simultaneously within these networks. In addition, the study contributes to the literature by studying information and knowledge as resources conﬁgured in different ways in a unique network setting. Keywords Digitalization, Resource interaction, Resource integration, Resource dependence, New ventures, Shipping Paper type Research paper potential value creation opportunities from leveraging 1. Introduction digitalization in maritime logistics (Egloff et al.,2018). Similar with other transport sectors, digitalization in maritime However, the role of these new entrants in existing MLN’s transportation is signiﬁcantly changing organizations, value cocreation patterns remains unexplored. interorganizational networks and the larger industry. MLNs comprise key actors, such as container carriers, freight Technological innovations, such as artiﬁcial intelligence, forwarders and ports (Lee and Song, 2010), between which blockchain, the Internet of Things and automation, are business-to-business (B2B) service transactions take place. providing many opportunities to optimize processes, generate These are connected to global supply and distribution chains via new business and link effectively with global logistics and their customers, namely, shippers or consignees. This industry supply chains (UNCTAD, 2019). Using distributed ledger structure, in which resources are provided by multiple technology, market leaders are collaborating to build shared organizations that are connected in various ways, can be platforms that integrate information, documentation and characterized as business network (Håkansson and Snehota, 1995). These resources are integrated within MLNs to facilitate ﬁnancial ﬂows between multiple actors related to the shipping value cocreation (Vural et al.,2019). In studying maritime industry (Tradelens, 2020; Morley, 2017). This improves the logistics value creation, scholars have focused on various actors, visibility and tracking of cargo movements in maritime logistics networks (MLNs). Besides these traditional players from within the industry, many new entrants from the information © Aysu Göçer, Ceren Altuntas Vural and Frida Lind. Published by and communication technology (ICT) sectors are developing Emerald Publishing Limited. This article is published under the Creative and providing digital solutions for MLNs, which indicates Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both The current issue and full text archive of this journal is available on Emerald commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be Insight at: https://www.emerald.com/insight/0885-8624.htm seen at http://creativecommons.org/licences/by/4.0/legalcode Received 21 December 2021 Journal of Business & Industrial Marketing Revised 1 June 2022 38/13 (2023) 1–14 23 November 2022 Emerald Publishing Limited [ISSN 0885-8624] [DOI 10.1108/JBIM-12-2021-0569] Accepted 30 November 2022 1 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 dyads and triads. These approaches include a service provider resource mediator, resource recombiner and resource renewer. perspective (Lee and Song, 2010), for example, ports (Carbone Second, by studying a unique and speciﬁc network setting, it and Martino, 2003), a relationship perspective between, illuminates the inherent characteristics of networks. These two e.g. shipping lines and logistics intermediaries (Fremont, 2009) contributions address calls for research into speciﬁc networks and maritime container transporters and their customers and how start-ups relate to these networks (Baraldi et al., 2019; (Fotiadis and Vassiliadis, 2017), and a perspective focusing Aaboen et al., 2016). Third, it emphasizes how both use and solely on service providers (Song and Lee, 2012)or their exchange value are cocreated in network, which is subject to customers (shippers) (Vural et al.,2019). signiﬁcant change facilitated by digitalization by taking a multi- Studies show the impact of digitalization on value cocreation actor perspective (Jayashankar et al., 2020). The notion of value patterns in different industrial settings (Jayashankar et al., generation and resource interaction mechanisms behind that 2020; Ballantyne and Varey, 2006), nevertheless, in the within an interorganizational context are considered timely expanding literature on how maritime logistics value is deﬁned, (Bocconcelli et al., 2020). The study focuses on knowledge and created, cocreated and enhanced (Lee and Song, 2010; Lee information as resources that the ICT-based start-up integrates et al., 2012; Song and Lee, 2012; Lam and Zhang, 2014; Vural within the MLN and examines their role in interaction and et al.,2019), the impact of other actors on maritime logistics value cocreation. This answers the call of Baraldi et al. (2012) value has been understudied. New entrants to MLNs are to recognize and investigate knowledge as a resource within particularly important, especially to understand the impact of business networks. digitalization on value cocreation patterns in these networks. The rest of the paper is organized as follows. Section 2 These actors have been able to enter the market due to the reviews the theoretical underpinnings for building a synthesis valuable, new resources offered by digitalization. Research can on digitalization in MLNs from a resource integration and provide signiﬁcant insights into maritime logistics value value cocreation perspective. Section 3 details the case context creation in the age of digitalization by understanding the nature and methodology. Sections 4 and 5 present and discuss the of these resources, their interrelationships and the role of these ﬁndings. Section 6 concludes with implications for theory, new actors in integrating these resources within MLNs. research and practice. Recently, studies relying on the industrial network approach to business markets (Håkansson and Snehota, 2017) have 2. Theoretical framework focused on the role of new entrants in networks (Aaboen et al., For the purpose of this research, to explore how technological 2016) and how they combine or integrate resources within start-ups integrate resources underlying value cocreation networks (Landqvist and Lind, 2022; Ciabuschi et al., 2012; patterns in MLNs, the theoretical framework is built on three Aaboen et al., 2011). While this stream of literature investigates interorganisational theories. To understand value cocreation start-ups from a general industrial network perspective, a through resource integration in MLNs, the service dominant contextual focus is required to understand industry speciﬁcs in logic (Vargo and Lusch, 2008; Vural et al.,2019) serves as a relation to resource dynamics, particularly because cocreated departure point, while for analyzing the roles of entrants in value strongly depends on the speciﬁc context where resource MLNs, the industrial network approach (Håkansson and integration takes place (Vargo and Lusch, 2008). Furthermore, Snehota, 2017) and resource interaction in interorganizational how new entrants relate to, and inﬂuence networks is an area networks (Håkansson and Waluszewski, 2002a, 2002b)is where more research is needed (Baraldi et al., 2019), especially forming the base. In addition, resource-dependence theory within the scope of digitalization (Mosch et al., 2022). (Pfeffer and Salancik, 1978) being a pillar in the industrial The purpose of this paper is to explore the role of ICT-based network approach, is used for recognizing and acknowledging start-ups in MLNs in relation to resource integration power imbalances in these networks. Hence, the study underlying the value cocreation of such business networks. To combines theoretical approaches to address the speciﬁcities of operationalize this purpose, we conduct a single case study on a resource integration, resource interaction and resource technological start-up that provides tracking, tracing and other information services to MLN members using internet-based dependence to unveil value cocreation patterns in response to software, and address the following two research questions: digitalization in business networks. This combination relies on the common points of the approaches pinpointing value RQ1. What roles do technological start-ups play in MLNs creation as a collaborative effort among actors and as being regarding resource interaction and value cocreation? strongly connected to resources (Bocconcelli et al.,2020). Similarly, other studies have sought combinations of literature RQ2. Which dynamics shape value cocreation in MLNs to streams to capture the complexity of start-ups in context of which technological start-ups enter? digitalized networks (Mosch et al., 2022). The study builds on resource interaction (Håkansson and Waluszewski, 2002a, 2002b; Håkansson and Ford, 2002), 2.1 Digitalization and value cocreation in networks 2.1.1 Digitalization in maritime logistics networks value cocreation through resource integration (Vargo and Albeit more slowly than other industries, shipping is also digitally Lusch, 2008) and resource-dependence (Pfeffer and Salancik, transforming itself by sourcing, adapting, developing and 1978) in interorganizational networks as a base. It contributes managing industry-speciﬁc versions of generic technologies to the literature in three main ways. First, by taking MLNs as the research object, it provides insights about how the network (Lambrou et al.,2019). From a narrow perspective, digitalization changes when a technological start-up enters, integrates or maritime 4.0 can be associated with the vessels providing the technical and social resources and performs multiple roles as a shipping service (Sullivan et al.,2020; Poulis et al., 2020). More 2 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 broadly, digitalization offers many opportunities for both provide door-to-door logistics services and complement the shipping companies and the MLNs they operate within. Besides value proposition, shippers and investors provide ﬁnancial reducing operational and customer service costs, it strengthens resources (Yuen and Thai, 2017). There are also operant relationships with MLN members and allows new revenue- resources (Vargo and Lusch, 2008), such as power, trust, generating business models beyond traditional shipping services competence or information (Vural et al.,2019), that are (Egloff et al.,2018). integrated by shippers, freight forwarders and shipping Among these, cargo tracking through digital platforms companies for value cocreation in MLNs. New actors enter or (Lambrou et al., 2019) or blockchains (Yang, 2019) has gained existing actors stay in MLNs as long as they can combine and wide acceptance. Shipping is inherently network-centric and recombine these resources to facilitate value cocreation. requires collaboration based on information sharing across the Yuen et al. (2019) emphasize the importance of information value network (Feibert et al.,2017). However, cargo tracking management as a critical resource that enables effective information today can only be obtained through a shipping network integration and improved performance. Critical service provider’s internal information system and company information shared conveniently on real-time basis by network home page (Yang, 2019). The lack of more efﬁcient data ﬂow members improves the actions and performance of other between different MLN actors results in poor tracking network members (Lee, 2000). Digitalization of shipping information, unintegrated across different systems. accelerates information ﬂows within MLNs, which new actors Digitalization encourages new organizational structures, either enter to integrate resources. Digitalization also requires both independently or as spin-offs, as separate units or partnerships physical and digital resources to be combined and recombined of shipping ﬁrms (Lambrou et al., 2019). Supported by (Henfridsson and Bygstad, 2013). Lam and Zhang (2019) satellite-based vehicle monitoring systems, many digital argue that ICT-based process innovations have a signiﬁcant platforms have emerged to provide cargo or container tracking impact on achieving customer value in shipping contexts. services, and they are expected to grow (Morley, 2017). These However, it is still not known how digitalization of information service providers, mostly starting up outside the industry, are ﬂows changes resource integration and value cocreation in new intermediaries that enter MLNs to improve the integration MLNs. From their port study, Harrison and Håkansson (2006) of information-based resources. concluded that new actors can activate existing but 2.1.2 Resource integration and value cocreation in maritime logis- unconnected or passive resources in networks. However, this tics networks idea needs to be applied to larger MLNs affected by MLNs are composed of multiple organizations that take part in digitalization to understand the consequences of value the physical ﬂow of goods from their origin to destination. The cocreation in these networks. To deepen the understanding of structure of these networks can be very dynamic and change resources in networks, our focus below is on the industrial from one transaction to another, and the number of network approach. organizations that are involved vary depending on the transport service demands. A very simple illustration of the ﬂows within 2.2 Resource interaction in business networks these networks is illustrated in Figure 1. Businesses strive to collect and combine resources to provide Besides the physical ﬂow of goods, maritime logistics also value to users and obtain ﬁrm growth (Penrose, 1959). These refers to ﬂows of information and relationships between actors resource combinations emerge within speciﬁc use contexts within maritime supply chains from manufacturers to end- (Baraldi et al., 2012). Organizations must collect many users (Panayides and Song, 2013). The key question for these different resource types that are tied to multiple resource large networks of many different actors is how different actors providers through relationships (Håkansson and Snehota, add value (Panayides, 2006). From a traditional value chain 1995) connected in business networks. The values of these perspective, maritime logistics value is the degree to which a resources are not ﬁxed; they emerge and change as a result of maritime logistics service system meets customer demands the resource interaction within networks (Håkansson and through successful ﬂows within the MLN (Lee and Song, Waluszewski, 2002a, 2002b). Interactions within networks 2010). These customer requirements include reliability and produce the “double face” of resources. That is, an interaction speed (Lam and Bai, 2016), and integrated service operations not only enables production and access to a certain resource or for a larger portfolio of global services (Tseng and Liao, 2015). resource collection but also provides valuable information From a service-dominant logic perspective, however, maritime about the “using” of resources, which, in turn, enables further logistics value is a phenomenological and experiential concept development of the resource or resource combination that is cocreated by suppliers and customers in MLNs through dynamic resource integration (Vural et al.,2019). (Håkansson and Snehota, 1995). Therefore, understanding Shipping companies depend on resources provided by MLN resource dynamics in business networks requires investigation actors. While business partners like ports or freight forwarders of resource interaction as well as resource exchange. Figure 1 Basic MLN ﬂows 3 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 In their 4R model, Håkansson and Waluszewski (2002a, alliances, joint ventures, mergers and acquisitions (Drees and 2002b) identify four types of interacting resources: products, Heugens, 2013). facilities, organizational units and interorganizational Departing from the discussion on the pursuit of digitalization relationships. The ﬁrst two are called technical resources and (Egloff et al.,2018), this study builds on the complex the latter two are called organizational or social resources. interaction patterns of MLNs (Håkansson and Waluszewski, Based on of the assumption of resource heterogeneity (Penrose, 2002a, 2002b), which are reshaped by the entrance of digital 1959), a resource’s value depends on which resources it is intermediaries (Baraldi et al.,2019; Mosch et al., 2022) taking combined with, and this is considered as resource interaction different roles while integrating information-based resources (Baraldi et al.,2012)(Bocconcelli et al., 2020, for a detailed (Aaboen et al., 2016) and facilitating the value cocreation along discussion on similarities and differences of interaction and the network (Vargo and Lusch, 2008). This value cocreation integration). Hence, we conceptualize value to reside in unique environment is stimulated by resource-dependences (Pfeffer and dynamic resource constellations. Furthermore, it’s not and Salancik, 1978), which further reveals the emergent power enough to simply bring different resources together. Technical, dynamics in MLN networks (Pfeffer, 1981). organizational or mixed resource interfaces (Dubois and Araujo, 2006; Baraldi and Strömsten, 2006) are to be created 3. Methodology for combining resources successfully and how these interfaces In line with the research purpose, a qualitative research design match or mismatch form value creation (Huemer and Wang, was adopted. A network was analyzed as the research object in a 2021). maritime industry setting through a single case study New businesses always need to recombine resources methodology to explore how technological start-ups inﬂuence (Schumpeter, 1934), some of which are controlled by others value cocreation in an MLN. Case study is a widely preferred (Öberg and Shih, 2014). They must simultaneously add to and method in business marketing research (Beverland and ﬁt into their customers’ existing resource constellations Lindgreen, 2010), particularly when focusing on start-ups in (Aaboen et al., 2011), but not unilaterally. Rather, they interact business network settings (Laage-Hellman et al., 2018). It can and coact with other network actors to combine resources enable understanding complex, dynamic relationships and (Ciabuschi et al., 2012). These actors have both resource interactions in business settings and reveal interconnected provider and resource user roles in these networks and from relationships and dynamic processes in business networks their interaction innovative solutions emerge (Cantù et al., (Dubois and Araujo, 2004; Dubois and Gadde, 2002). Single 2012). By studying different university spin-offs, Aaboen et al. case design provides rich opportunities to develop a theory (2016) suggest three generic roles regarding resource based on grounding the meaning of theoretical concepts in interaction. New businesses can act as: empirical and contextualized observations and descriptions 1 resource mediators, connecting existing resources (Andersen et al.,2018). In our study, the single case design between business relationships and organizational units; provided deeper, contextualized understanding on the focal 2 resource recombiners, facilitating mutual adaptation of phenomenon in its context and identiﬁed complex interaction resources between products and facilities; and patterns created by the start-up’s involvement in the MLN. 3 resource renewers, whereby resources are replaced at the Case studies investigate a contemporary phenomenon in network level, and interactions are required at all four depth in a real-life context to provide rich insights to develop interfaces of 4R model. nuances for reality (Flyvbjerg, 2006; Yin, 2014). In the present study, the single case was selected based on the research topic While research into resource interaction in business networks before extending the unit of analysis to the larger MLN by emphasizes the importance of resource combining and including multiple networks actors in the study. interfaces between network actors, another important aspect is power imbalances between actors with different resources. 3.1 Case selection and data collection Because no organization can hold all needed resources The case company, SG (anonymized), is a start-up from internally, it must interact with others to combine Turkey offering a global container transport tracking platform. resources (Håkansson et al., 2009). According to resource Founded in 2016 by one academician and two practitioners; it dependence theory (RDT), organizations are coalitions that is both a start-up and a university spin-off. In 2010, two of the adapt their behavior and structure to acquire external, scarce founders, who were working in shipping industry, experienced and valued resources (Ulrich and Barney, 1984). Their two container tracking problems. They converted this into a main objectives are to control critical resources that decrease business idea that evolved following sales success. The case their dependence on others; to control critical resources that company was selected from ICT-based start-ups offering new increase others’ dependence on them. Achieving these objectives increases their power within interorganizational digitalization services to MLNs. In the selection criteria, networks (Pfeffer, 1981). importance was given to choosing from new entrants that have The nature and availability of critical resources determine the a developing presence in shipping industry with their degree of dependence within these networks (Ramsay, 1996). acknowledged customer portfolio performing operations worldwide. In addition, the connectedness of the start-up A resource’s criticality depends on its commercial or within the MLN, and the availability of services to multiple operational importance and scarcity of alternative sources (Pfeffer and Salancik, 1978; Cox et al.,2002). To reduce their network members such as shippers, freight forwarders and dependence on external resources, organizations engage in shipping lines in shipping industry was another key criterion in various interorganizational arrangements, such as interlocks, selecting SG. 4 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 Data was collected by semistructured interviews with experts case company during data collection, while a ﬁnal validation to gain context-dependent knowledge and experience interview was conducted to conﬁrm the ﬁndings and assure (Flyvbjerg, 2006). Qualitative researchers in case studies trustworthiness. mostly prefer interviews as guided conversations to collect rich Prior to the interviews, each interviewee was assured of evidence (Yin, 2014). Data collection in this study aimed to anonymity. With the permission of the interviewee, each session was recorded. A discovery-oriented approach (Yin, understand SG’s business model in depth, its internal 2014) was used in the interviews to probe for details and ensure operations and network connections. We conducted the ﬁrst interview with the cofounder, who that the experience and knowledge of the professionals were shared documents and gave detailed information about the fully reﬂected. The audio ﬁles were transcribed into text ﬁles to start-up’s history, mission, vision, business model which enable clearer and more systematic analysis. We also listened provided insights about the company and its position in the carefully to each interview to better understand its context and MLN. This interviewee described the customer base of the nuances. Notes were taken during the interviews or while start-up and explained the segmentation of their customers in relistening after the interviews were also transcribed and the MLN. Informant selection process is carried out with direct included in the analysis. guidance of the cofounder, who suggested interviewees from the start-up’s key customer segments that were representative of the 3.2 Data analysis MLN, such as cargo owners, freight forwarders and software Following the purpose and research design, content analysis companies. Cargo owners included exporters and importers was used. This method follows a set of procedures to produce who manufacture or trade products requiring international “replicable and valid inferences from texts (or other meaningful transportation services. We used the term “cargo owner” matter) to the contexts of their use” (Krippendorff, 2004, because a single company could be both exporter and importer. p. 18). This method aims to reduce qualitative data by Software suppliers are different sets of customers who sell identifying core consistencies and meanings (Patton, 2002). It, software and related services to either freight forwarders or thus, allowed us to explore patterns within the data and cargo owners, but they buy the tracking information from the categorize them as resource roles, value types and value case company to differentiate their offering. cocreation dynamics in the MLN, which were changed by SG, The interviewees were familiar with both the former MLN the ICT-based start-up. structure andthe changes inthe networksince SG entered. An Coding in content analysis can be either manifest (explicit) interview guide based on the theoretical framework was prepared or latent (implicit) (Kassarjian, 1977; Krippendorff, 2004; to capture this knowledge. The guide included sections covering Babbie, 2010). The former focuses on the visible, countable how the start-up’s integration affected business interactions in surface content of a communication, particularly word the MLN, the roles of start-ups in the MLN resource interface, the frequencies, whereas the latter, which was used here, is more value cocreation outcomes of MLN partners during resource exploratory, focused on identifying implicit meanings, patterns interaction and the dynamics of the start-up’s integration in the or symbolism in the data set (Babbie, 2010). MLN. Table 1 below provides the details about case informants To achieve the purpose of understanding resource interaction and interviews. The interviews, which were completed over one and value cocreation patterns within the MLN, theoretical year, continued until no further conceptual insights were concepts were systematically matched and combined with generated, i.e. theoretical saturation (Corbin and Strauss, 2008). empirical data collected by semistructured interviews while the The interview data were complemented by company documents, codes and concepts were developed iteratively (Dubois and presentations and reports. The framework was reﬁned with the Gadde, 2002). During latent coding, we followed an abductive Table 1 Summary of interviews No. Interviewee code Interviewee's role Category Date Duration 1,2,3 SG 1.SG (1 cofounder, 2 operational ofﬁcers) ICT-based start-up 20.08.2019 1:42:20 2.SG Cofounder (1) 23.09.2019 1:12:41 3.SG Cofounders (2) 07.09.2020 34:13 4 FF1 Operation team leader Freight forwarder 24.02.2020 34.35 5 FF2 Systems and process manager Freight forwarder 25.02.2020 40:04 6 FF3 Marketing and sales manager Freight forwarder 27.02.2020 25:28 7 FF4 Chief executive ofﬁcer Freight forwarder 03.03.2020 24:58 8 FF5 Director Freight forwarder 05.03.2020 37:51 9 FF6 Operations supervisor Freight forwarder 10.03.2020 18:39 10 BCO1 Export operations – Logistics specialist Cargo owner 21.02.2020 28:22 11 BCO2 Head of export operations Cargo owner 26.02.2020 20:08 12 BCO3 Information systems manager Cargo owner 02.03.2020 21:30 13 BCO4 Logistics specialist Cargo owner 10.03.2020 24:19 14 BCO5 Logistics manager Cargo owner 10.03.2020 23:09 15 SS1 Head of operations Software supplier 21.01.2020 53:50 16 SS2 Vice president, Research and development Software supplier 25.02.2020 28:28 5 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 logic to match theory with the empirical data simultaneously the codes, while the thematic categories emerging from the through systematic combining (Dubois and Gadde, 2002). interview data were continuously revised based on data Abduction can involve a mix of inductive, deductive and comparisons complemented with other data sources, such as abductive subprocesses (Kovacs and Spens, 2007; Järvensivu company documents. From this process, the MLN resource and Törnroos, 2010). However, different from induction, exchange framework emerged (Figure 2), which was also it accepts existing theory and different from deduction, it mostly continuously revised. The abductive and iterative approach in allows for data-driven theory generation rather than theory- the design and execution of the study provided a pillar for driven research. Having started with industrial network research quality (Flick, 2014). approach on the one hand, and the value cocreation and service Furthermore, we sought conﬁrmability, credibility, dependability and transferability (Halldorss on and Aastrup, dominant logic, on the other, we noted evidence of resource dependence in the data. The frame of reference served as the 2003) to ensure the trustworthiness of this qualitative study basis for understanding how resources are exchanged and (Lincoln and Guba, 1985). We achieved conﬁrmability by triangulating data (Denzin, 2017) from three different network integrated for value cocreation in business networks. Theory on resource interaction, resource integration and resource member categories and interviews with different members of dependence in business networks informed the frame of the case company. Credibility was enhanced through rich theory, iterative data matching and validation interviews. The reference, which was then used to build the initial categories that represented resource roles. We, therefore, expanded our transferability of our ﬁndings to other MLN contexts was assured by providing thick descriptions of data from multiple theoretical base and revised our framework (Figure 2)several times during data collection and content analysis while respondents, detailed information about context, case systematically combining data with theory. company and underlying resource interactions and resource When creating categories, it is important to decide whether integration, forming the ground for analytical generalization they are mutually exclusive. We followed an iterative process from single case research (Andersen et al., 2018). Finally, the for building, testing and revising categories through theory-based interview guide, interview recordings and simultaneous comparisons with data (Krippendorf, 2004; transcriptions and systematic coding process provided Pratt, 2009). The theoretical underpinnings were matched with dependability. Figure 2 MLN resource exchange 6 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 4. Findings Thus, rather than offering a new service or providing previously unknown data to network actors, SG creates value by The different parts of the theoretical framework helped to processing existing data within the system and providing a investigate the empirical evidence in a more structured way. We simple user interface that presents continuous, timely updates in began with looking into the list of resources that different actors tracking information. While shipping lines have container data integrate to facilitate the value cocreation that emerges from the ready in their systems, these are used for vessel operations entrance of the ICT-based start-up into the network. Then rather than offering tracking as a primary service. Thus, we built on the resource roles literature while examining the container tracking data continuity may be lost within certain different roles that the start-up takes on while integrating the MLN processes: different resources. Finally, the basic premises of RDT guided We recognized that the biggest problem is in the transhipment process: the analysis related to underlying power relationships that operational tracking of a transhipment is challenging as information is emerged from the empirical evidence. broken once there is a delay or change in route (SG). The analysis provided ﬁve key ﬁndings regarding resource SG entered the network to mitigate information distortion and integration underlying the value cocreation patterns in MLNs: inconsistency by providing centralized, timely and updated 1 how SG as an ICT-based start-up enters MLNs by tracking information. They replaced ad hoc, complicated and confusing information in the network by processing providing simple service offerings targeting niche but and transforming big data into a simple and easy to understand important business problems; tracking information for all partners to use, thereby creating 2 ICT-based start-ups affect multiple triads within MLNs value. They make contribute by targeting “simplicity to create by integrating technical and social resources through value” (SG) in data tracking offerings. Thus, SG advances the direct or indirect interactions among network actors; processes of MLN actors to a level that they can compete with 3 they perform the roles of resource mediators, resource larger rivals. Their aim is to create a business model that offers, recombiners and resource renewers simultaneously within through data integration, “one platform to all” (SG). Hence, MLNs; ICT-based start-ups enter MLNs through their contribution to 4 they facilitate value cocreation resulting in exchange and niche business areas, where they provide novel solutions to use value that all actors utilize; and critical issues. 5 they decrease actor dependencies on other MLN partners but increase dependencies on data sources and start-up services. 4.3 Impact on maritime logistics networks These key ﬁndings are elaborated on further below. As part of a maritime transportation network, an MLN is basically a triad between cargo owners (shippers), shipping 4.1 Case description lines and freight forwarders. The value cocreated in this triad is The start-up company SG mainly provides live container then used by the actors in the second triad – the supply/ tracking, shipment statistics and performance analysis. To distribution network. The supply/distribution network is enable customers to track containers live via its web page, SG composed of actors that are supply chain members. They are either buys raw data from providers that integrate satellite data the sellers and buyers of manufactured goods that are then on vessel positions or captures readily available data from moved and stored by MLN actors from point of pick up until shipping line systems using customized algorithms. SG also point of delivery. Considering the cross-border structure of sells subscription services to customers requiring information MLNs, these sellers and buyers are exporters and importers of on shipping line performance, market intelligence regarding goods, but they are operating in complex supply/distribution available services and information system integration. The networks which are composed of wholesalers, distributors, company can be classiﬁed as a software-as-a-service provider, traders, resellers and retailers. Although MLN members an online marketplace or e-platform. The target markets are interact with only exporters or importers from these second shippers, logistics service providers and shipping lines triads, the value created at MLN level impacts the larger operating in MLNs, although currently, there are no customers supply/distribution network as well. from the shipping line segment. The MLN in this research is When a start-up enters the ﬁrst triad to integrate knowledge structured around the case company SG and its customers in and information resources, it facilitates value cocreation, which the MLN. These customers belong to different market extends to the second triad: segments. When I provide information to my customers, they provide the same information to their own customers. The information is going from the shipper to the ﬁnal consignee. My customers are not using this information 4.2 Entry to maritime logistics networks to keep only in their ﬁle, but they use it to inform their customers as well SG’s main value proposition relates to an information (FF5). disconnection in particular operational areas of the MLN Thus, the start-up mediates, recombines or renews technical regarding container tracking. A digital service platform that and social resources within the MLN. The cocreated value connects unconnected resources, improves integration between resonates as exchange and use value for MLN actors depending resources or replaces resources along the network is provided as on their utilization. a solution: An ICT-based start-up also changes the roles of MLN actors We work with multiple shipping lines, so we get tracking information by by enabling them to generate new value offerings to their searching through each of their web sites separately and integrate them. SG markets. The value provided by the start-up unlocks previously made that information available to all the network in a single online platform (BCO4). tied-up internal resources. These unlocked resources can 7 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 provide customized services and create new value cocreation provider. Thus, maritime network processes are mediated by patterns in their customer networks. SG through process integration across all MLN actors. Our For example, time and manual workload is replaced by respondents predicted that more start-ups would emerge as outsourced tracking operations. Cargo owners and freight resource mediators who integrate and aggregate data in MLNs. forwarders use that time and effort to focus on their customers’ 4.4.2 Start-ups as resource recombiners in maritime logistics operational processes and extend their organizational role as networks solution partners. “In that resource interaction model of the Start-ups may become resource recombiners that integrate network, freight forwarders will provide digitalized service resources by mutual adaptation of network players. The most solutions for operational excellence” (BCO4). In some cases, common type is mutual adaptation of data, whereby integrated they become integration partners rather than just solution and combined data generate information through the mutual partners to provide connection points and bridges between contribution of MLN partners: MLN partners at various nodes. Their focus shifts to relationship building among partners. “With increased To get the full value of information, you must combine your data with other data sources. For example, time of arrival or delays gives some idea, but you digitalization, we’ll utilize our employees’ time more effectively combine it with other data for better understanding and planning (FF4). to build better relations with our customers” (FF2). MLN actors may integrate tracking information with their enterprise resource planning (ERP) systems. MLN actors 4.4 Resource interaction roles create integrated solutions for network partners. These ICT-based start-ups do not play a single role within MLNs but integrated partnerships are fostered by start-up information that can be a resource mediator, a resource recombiner or a creates an environment where each partner contributes to resource renewer, depending on where in the network, between system activities and searches for joint solutions. whom and for which purpose they engage in resource These partnerships are also formed through collaborative risk interaction. management practices that offer transparent information 4.4.1 Start-ups as resource mediators in maritime logistics networks sharing and a proactive approach to ﬁxing problems or Start-ups act as resource mediators when they connect managing operations: unconnected resources within the MLN. Ad hoc data and When there is a problem, we detect it earlier and warn the customer. Or information are replaced by a centralized source of integrated maybe, if the foreign agency has not yet informed the customer, so the data for partners in the larger network: customer does not know that the container has arrived, then we can detect it by SG system. We inform the customer, make suggestions and help them to Tracking information was provided by different parties, sometimes shipping take precautions accordingly (BCO1). line or forwarder. Then, I deliver that information to my customer. There are many partners in the MLN. This means many people in between to 4.4.3 Start-ups as resource renewers in maritime logistics networks share information. However, with SG, information is centrally shared by all partners. I don’t provide any additional information (BCO1). By replacing resources, start-ups cause fundamental changes within the network. For example, SG replaced manual tracking By connecting data created from various sources, SG creates with digital tracking, which not only digitalizes information ﬂow aggregated data that network actors can use to generate but also dramatically improves customer satisfaction by freeing accessible information, especially for customers: up some in-house resources. “Operational efﬁciency is SG collects data from several platforms of shipping companies, and improved as the manual, mail-follow-up system is replaced by aggregates that in one place. You can’t get this information from any single source, but SG provides this. This is very convenient (SS2). online, on-time controlling system” (BCO4). This change involves the replacement of people with digital solutions: “A These connections form data warehouses: “Historical data is number of employees were tracking containers manually before stored in SG’s system with easy accessibility. We can track SG provided us to track through automation” (FF2). In container movements retrospectively” (BCO1). The addition, there is transfer of decision-making routines to centralization of various data sources and management of management information systems. integrated information by an outsourced mediator, the As digitalization extends through various levels of logistics technological start-up, also facilitates the production of on-time operations and to the wider MLN, there is fully digitalized and updated data at a single point in time, thereby avoiding data process integration. Not only the network’s main actors but disruption from different time zones and actors: wider supply chain partners become digitalized, which pushes For example, the customer in United States will plan a new shipment in the entire industry toward digitalization: “Digitalization of the morning time and needs to learn the status of the load. The time is 11:30 pm in Turkey’s zone. Since the customer doesn’t want to disturb us at that time, MLN will force customs agencies to go digital; even customs he/she enters SG’s system and learns the status of his/her load. He/she does declarations are being issued on digital platforms” (FF3). The not wait for the start of Turkey’s working hours, and then again for interviewees frequently emphasized that digitalized business America’s working hours. At that time of the night, he/she can learn the status and make his decision (FF3). models will replace traditional business models. For example, cloud-based business models are making the global system less This integration also enables value-added services by sharing dependent on people: “Everything is moving to the cloud and timely notiﬁcations and updates on changing data, which reduces operational workloads throughout the network. everything will be connected anyway” (FF4). Especially the Another connection is built among the multiple processes of aggregation of digital start-up data will generate big data for different actors. Because SG’s service is integrated with the the use of artiﬁcial intelligence algorithms: “Big data, opening systems of both freight forwarders and customers, they can deal the way for artiﬁcial intelligence, will potentially evolve to new with each other directly rather than with the start-up as the data service offerings” (SG). 8 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 4.5 Start-ups facilitates value cocreation among integrate tracking information into their internal planning maritime logistics networks actors systems: “We improve their [our customers’] planning, The main value of the ICT-based start-up for the MLN is a scheduling and production plans by managing unexpected consistent ﬂow of timely and accurate information. This changes and taking a more proactive approach” (BCO4). facilitates value cocreation in various forms and at different By integrating resources, the tracking service is digitalized, points within the network. As shown in Figure 2, mediated, which enables effective utilization of labor. By reducing tracking recombined or renewed resources are integrated by both and mail or telephone trafﬁc, employees can use their time for maritime transportation and supply/distribution network relationship building activities and operational tasks. In members. The notion and content of value changes according addition, the unlocked time can be used for improving to where this value is cocreated within the network. employee know-how: “Since the SG integration, employee efﬁciency has improved, which is reﬂected in all phases of 4.5.1 Use value operational processes” (FF5). Use value is created when any actor uses the resources integrated by the start-up for its own beneﬁt. For example, SG’sdirect 4.5.2 Exchange value customers use direct access to timely data to improve their operations The value cocreated by the continuous ﬂow of tracking data at several ends of the MLN: “We provide centralized, timely and into SG’s system can be exchanged further with MLN updated data. This helps partners to identify problems earlier and members as a new resource. Individual actors can create report sudden changes in transportation process on time” (SG). aggregated information or leave traces about their preferences Online, updated and accurate tracking information, made and decisions. When supported by big data analytics, these available to customers by start-up integration, eliminates become valuable resources as inputs to new value propositions. information inconsistencies and time and place barriers. This Here, the start-up company combines resources that are creates the value of improved problem-solving capabilities and decision- generated by customers’ tracking activities and produces making. “Tracking information delivered through timely aggregated data. SG processes this tracking data to provide notiﬁcations helps to detect problems and provides full control market intelligence and decision-making indicators for MLN over delays or other variations in expected dates” (FF4). “We also partners. “New business areas for digital analysis of company use it for choosing routes” (FF2). data or for digital solutions emerged from big data analytics” Another value generated for MLN actors is performance (FF2). Information that summarizes which actors in the MLN tracking. Customers can use digital storage to access aggregated search for which routes, which provider offers services to historical data to track process performances and plan for certain destinations, and the ability to rate service providers further shipments. The regular provision of such performance according to their performance are examples to such potential data facilitates competition by motivating service providers, offerings produced from big data. This process is evolving into such as carriers or freight forwarders, to improve their digital business models shaped by application programming operations. “SG data support decision making by providing interface (API) solutions and generating an environment of analytics related to the performance of shipping lines” (BCO4). information analytics provided by SG’s system. “API will orient This improved information ﬂow creates a competitive MLNs partners to review the performance of MLN partners advantage over other market players, which enables service (shipping lines, ports, etc.) and alter decision-making differentiation to attract or retain customers. Time can then be dimensions” (BCO4). This will become a new offering that is better used for business improvement and quicker customer sellable to existing and new network members. response rather than searching for updated information: When I visit a major customer, one of argument I use to offer our services 4.6 Dependency dynamics critical to value cocreation in and [emphasized] that it’s better than others, is that we have this SG track maritime logistics networks and trace service. So, it’s like a weapon we use to convince our customers to The interviews showed that resource interaction is not enough to work with us. Once they try, they love it. Through this, we gain some advantage over our competitors in the market (FF5). maintain the resource interface. Instead, sustaining effective interaction of resources depends on key factors related to data ﬂow The start-up solution also creates a cost advantage through and start-up services – most critically, the data source.MLN operational efﬁciency and improved responsiveness, especially members, such as freight forwarders or cargo owners, buy tracking in problematic cases. “Additional costs, like demurrage, are information from SG and disseminate it across their customer avoided by improved information ﬂow and tracking” (FF4). networks via technical or social resource interfaces or use it for Resource integration through start-ups generates value their internal operations. The ICT-based start-up triggers opportunity by enhancing customer satisfaction.The time gained technical resource interaction throughout the MLN, using data from start-up integration is used to support customer operations and information-related resources, such as tracking data, analytics more effectively and focus on building better customer relationships. For example, “Continuous tracking is perceived as a and API. This indicates a critical dependency on data sources, such as shipping line websites or other data suppliers aggregating means of business trust by customers” (BCO1). Business and data from satellites. “If a shipping line’swebsite is notupdated, operational crises are avoided by offering correct actions for then SG’s information won’tbe accurate either” (FF5). customers through responsive, timely and accurate information Therefore, sustaining accuracy and ﬂow of data is key to resource sharing, and proactive actions through early problem detection. interaction among the partners to avoid incomplete tracking data Use value is also extended to customer networks through effective order management and planning. Regular tracking or inaccurate information caused by the dependence on original information enables second- or third-tier customers to learn data sources. Furthermore, MLN partners’ operational performances about potential delays, schedule their incoming deliveries and dependoneachother aspartnersatdifferentendsof theMLNuse 9 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 the centralized information ﬂow for operational or decision- resource recombiners and resource renewers simultaneously in making purposes. “We received incorrect information because the MLNs. These roles vary according to the purpose of resource data did not ﬂow to SG’s system due to a problem in a shipping interaction and where in the network it takes place. We agree line’s system” (BCO1). with Aaboen et al. (2016) that the value of resources depends Technical resource interaction is simultaneously elevated by on how they are integrated within the network. We further argue that these roles change depending on the ability of a given social resource interaction using relationship-based resources, such resource interaction to unlock other resources. as feedback mechanisms, collaboration or interorganizational relationships. Continuous improvement of start-up services, fostered by the feedback mechanisms provided by MLN partners to develop 5.1 Start-up performing multiple roles facilitating value cocreation recommendations, is also critical to value cocreation in MLNs. In this speciﬁc case, the start-up’s main value proposition is its “Continuous improvement of start-up systems is important to resource mediator role of connecting unconnected informational avoid mistakes and sustain performance” (FF6). Examples for the different roles, use value and exchange value are provided in resources, similar to what Harrison and Håkansson (2006) argue regarding new entrants in business networks. However, they do Table 2. not do this straightforwardly. Rather, they aggregate, format and Because the start-up system depends on original data make data readily available on demand, and conﬁrm it from sources, any problem supplying correct or timely data disturbs multiple data sources to provide meaningful information as a the entire network. Therefore, all MLN partners must resource. Furthermore, to enhance value cocreation, they contribute mutually as feedback mechanisms to detect combine this resource with others, such as recent news or the information ﬂow or content problems and to improve start-up ICT infrastructure. In this case, the start-up and customers need service performance and their own processes: to adopt a mutual resource interface so that the ﬁnal output has We had a long meeting, and I provided a long list of things that we would the desired form. Finally, some resource interfaces depend on like to have and could be used to improve SG’s service. SG also thought that these points were important (SS2). resource renewal at the network level, whereby a new technological infrastructure, such as APIs, replaces manual Thus, a critical element to overcome dependency is MLN routines and changes value cocreation for both the immediate actors’ collaboration to contribute to mutual value cocreation to customer and other tiers of the customer network. improve start-up services. Based on resource combining within networks (Baraldi et al., 2012; Landqvist and Lind, 2019), our ﬁndings show that the 5. Discussion multiple opportunities to combine and integrate resources mean The purpose of this paper was to explore the roles of ICT-based that the start-up company simultaneously performs multiple roles start-ups in MLNs and answer the three research questions in within the network. These different combinations of resources relation to their roles, how these roles facilitate value cocreation change the inherent value (Penrose, 1959)of the tracking in MLNs and the dynamics that shape value cocreation. information and enhance value cocreation within the network. Regarding our ﬁrst research question, the ﬁndings point out Building on what Lee (2000) suggests, playing all three roles, the that ICT-based start-ups play the roles of resource mediators, start-up facilitates the sharing of critical information conveniently Table 2 Examples of different roles and value offerings Explanation Examples Start-up roles in MLNs Resource Mediator Ad hoc tracking data integrated along the macro network and Tracking data at one shipping line’s website is combined with centralized in a single source tracking data at another shipping line’s website and shared with MLN through start-up platform Resource Recombiner Individual data processing and problem-solving approach A shipping line’s delay information, reported by start-up tracking transformed into mutual effort and collaboration to improve system, is adopted to shipper’s ERP system to revise their information sharing along processes internal operations based on new tracking data Resource Renewer Manual data tracking and traditional business models were Tracking data, which was manually sorted from each shipping replaced by digital data tracking and digitalized business line’s website by employees, are digitally collected from all models related websites and shared in start-up’s platform Changing Role Freight forwarders as solution and integration partners rather Freight forwarders recognize a delay in tracking data on time than operational partners and take proactive actions by informing and working with the shipper to avoid potential problems at shipper’s side Value offerings cocreated in the MLN Use Value MLN partners use timely, online, accurate, centralized data Accurate and timely tracking data is used for planning customs sharing to create value along processes clearance priorities, which in return, helps to avoid demurrage or other procedural penalties Exchange Value Tracking data aggregates into big data used for innovation Long-term tracking data provides information analytics to shippers, which are used for choosing shipping lines based on their long-term performances for particular routes 10 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 and on-time, which leads to improved performance of larger belong to shipping lines as well, which makes the information a network members. This evidence of a start-up taking on all three critical resource (Ramsay, 1996), essential for SG’soperations roles in business networks is an addition to Aaboen et al. (2016) and with no alternatives (Pfeffer and Salancik, 1978). Thus, the since, in their study, each role is derived from the individual case MLN experienced signiﬁcant disruptions when shipping lines analysis. In addition, this study adds understanding of the had temporary ICT infrastructure problems or even hacker complexity involved in changing roles for start-ups. attacks, which have become a regular threat for the industry. SG Regarding the types of resources (Håkansson and is following two paths to tackle this challenge: controlling other Waluszewski, 2002a, 2002b), we do not ﬁnd any evidence critical resources to decrease its dependence and increasing regarding the combination of speciﬁcresource types for others’ dependence on itself (Pfeffer, 1981). performing certain roles. Technical resources, such as the data, First, SG is trying to ﬁnd alternative resources that can information, information sharing infrastructure and algorithms, reduce its dependence on shipping lines’ information channels. sometimes combine with each other and sometimes with social It is forming contracts with other information service providers resources, such as the relationships between start-up and that extract data from satellites and sell this data to diverse customer organizations or their organizational units. Hence, we markets. Second, SG is upcycling historical search data in the argue that technical, social or mixed resource interfaces (Dubois system to create a new service. It combines individual searches and Araujo, 2006; Baraldi and Strömsten, 2006) are created in the system to form a critical resource providing information with simultaneous roles within the MLN. Importantly, our about the reliability and accuracy of shipping line services. ﬁndings show, as a resource renewer, a start-up also changes the Given that this may impact shipper preferences, it is critical for role and resource interfaces of other network actors. In our case, shipping lines. By developing this important resource, SG for example, freight forwarders were previously heavily focused intends to increase shipping lines’ dependence on it and on technical resource interfaces with their customers through thereby ensure the viability of its offering. This might even data tracking and standardized information updates. However, result in a new customer category for SG that is composed of after automating their technical resource interface by using the shipping lines searching for shipper preferences. start-up’s services, they became solution or integration partners focused on social resource interfaces. The resources of the 6. Conclusion MLN were thereby unlocked. This study explored how an ICT-based start-up integrated While performing these multiple roles, an ICT-based start-up resources within an MLN and inﬂuenced value cocreation can cocreate value in an MLN by solving signiﬁcant niche patterns within this network. The single case was analyzed in problems. The value cocreation patterns within the MLN take the surrounding MLN and in relation to the roles performed two main directions. First, use value is created by using during resource integration. The results show that ICT-based consistent, timely and accurate tracking information for decision- start-ups can take on all three roles of resource mediators, making, operations, risk management and service differentiation resource recombiners and resource renewers in business with SG’s ﬁrst-tier customers, such as freight forwarders and networks and thus adds understanding to the complexity cargo owners. Second, the creation of use value is extended to involved in changing roles ( Aaboen et al.,2016). further customer tiers through organizational interfaces. An The roles depend on how they interact and integrate interesting ﬁnding isthatthisresource interaction becomesa resources, and, in turn, this integration affects value cocreation resource itself. When the customers use SG’s tracking services to within the network. The start-up roles can even change the create use value for themselves and their networks, they leave roles of other network members. During resource integration, traces of their search trends and the historical performance of mixed resource interfaces are developed by combining their containers. These inputs create a form of market technical and social resources. Resource integration facilitates intelligence that becomes a valuable resource itself. Value the creation of both use and exchange value in the network. cocreation thus creates a new resource with exchange value for This then helps to decrease structural resource dependence on the start-up. The processed and packaged search data becomes a powerful actors by using customer resources to develop new new service offering for the MLN based on this exchange value. service offerings that propose new value to network actors. 5.2 Resource dependence dynamics in maritime 6.1 Theoretical contributions logistics networks The paper contributes to the literature on business networks that In relation to the second research question, our ﬁndings reveal ICT-based start-ups enter and challenge in three areas. First, the power dynamicsin MLNsasimportant game-changersfor value particular characteristics of the maritime transportation network and creation. Although ICT-based start-ups signiﬁcantly enhance its connection tosupplynetworks show how resource integration value cocreation in MLNs through resource integration, the traditional structure of these networks involves signiﬁcant power and the resulting value cocreation by connecting triads is executed imbalances between actors. Shipping lines are very powerful in this speciﬁc network setting. In this way, the study contributes actors that provide the transportation capacity and the with details of how the network changes when a technological start- up enters, integrates resources and performs multiple roles through infrastructure together with related information resources. Cargo resource interaction (Bocconcelli et al.,2020). Second, by owners and freight forwarders vary in size and shipment volume, performing different roles, ICT-based start-ups strengthen their so some are powerful, whereas others are relatively weak. Although SG’s service offering heavily depends on the publicly position within MLNs, enable other network members to change available container data supplied by shipping line systems, it has their roles, and facilitate both use and exchange value cocreation. no formal relationships with these organizations. Containers This proﬁling of start-up roles within business networks extends 11 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 what Aaboen et al. (2016) suggest, and this paper concludes that context. Importantly, the underlying value cocreation patterns, these organizations can perform multiple resource interaction roles resource interaction and changing resource integrations are simultaneously within networks. Performing multiple resource developed to be of value in researching business networks of interaction roles simultaneously offers a signiﬁcant source of other industrial settings based on analytical generalization in network dynamics. single case research (Andersen et al., 2018). The study also shows that it is important to understand how Hence, more research on a variety of business network settings resource integration triggers other network members’ abilities is required since there is room for learning across industrial to integrate resources and thus their value cocreation. Hence, settings to understand how different contexts affect value building on previous studies on start-up resource integration cocreation in networks and identify which network characteristics within networks (Landqvist and Lind, 2019; Ciabuschi et al., that are critical in cocreation. For example, the case of MLN is a 2012), this study extends the analysis to the network level to service network, whereas business networks that focus on provide insights about network dynamics regarding resource product exchanges or product development may have different dependence and value cocreation. Related, this study dynamics. This, in turn, may require different theoretical contributes to the resource dependence stream of literature approaches to resource integration and value cocreation. The (Drees and Heugens, 2013) through revealing how the role(s) industrial network approach and resource-dependence theory of the start-up is changing resource dependence in the network. could provide new explanations of start-up entry and integration Finally, addressing calls to study knowledge as a resource in business networks. Resource dependence dynamics vary across networks and over time with value cocreation that can be within business networks (Baraldi et al.,2012), the ﬁndings studied with the service dominant logics as a base. As a resource, show that the main resource that the ICT-based start-up knowledge can change dependencies within networks. Therefore, developed is knowledge as a combination of other technical, future research being at the intersection of these theories to social resources and intricate interfaces. The consistent ﬂow of knowledge unlocks other resources for network members while explain how start-ups enter and even disrupt business networks also regenerating itself as a resource for its initial provider. The could make interesting contributions to the ﬁeld. knowledge generated by the start-up’s customers becomes new To end, the topics of digitalization, start-ups, power and resources enabling service differentiation and facilitating new network dynamics require frameworks of different streams of value cocreation within the network. literature (Mosch et al., 2022), which will require discussion of challenges and boundaries with given theoretical approaches or even combinations. An open view to similarities and differences 6.2 Managerial implications among theoretical approaches (Bocconcelli et al., 2020) could Container shipping is considered a conservative industry regarding help us to learn more about own assumptions and to stretch the digitalization of operational processes that require signiﬁcant theoretical boundaries to embrace contemporary and future manual work and documentation. 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Further reading Pfeffer, J. and Salancik, G.R. (1978), The External Control of Organizations: A Resource Dependence Perspective,Harper & Krippendorff, K. (2018), Content Analysis: An Introduction to Its Row, Marshﬁeld, MA. Methodology, Sage Publications. Poulis, K., Galanakis, G.C., Triantaﬁllou, G.T. and Poulis, E. (2020), “Value migration: digitalization of shipping as a Corresponding author mechanism of industry dethronement”, Journal of Shipping Ceren Altuntas Vural can be contacted at: ceren. and Trade, Vol. 5 No. 1, pp. 1-18. altuntasvural@chalmers.se For instructions on how to order reprints of this article, please visit our website: www.emeraldgrouppublishing.com/licensing/reprints.htm Or contact us for further details: permissions@emeraldinsight.com http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business and Industrial Marketing Emerald Publishing http://www.deepdyve.com/lp/emerald-publishing/an-ict-based-start-up-entering-maritime-logistics-networks-P98SPA8Hsg

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Publisher: Emerald Publishing
Copyright: © Aysu Göçer, Ceren Altuntas Vural and Frida Lind
ISSN: 0885-8624
eISSN: 0885-8624
DOI: 10.1108/jbim-12-2021-0569
Publisher site: See Article on Publisher Site

Abstract

Purpose – This study aims to explore how a start-up entering maritime logistics networks (MLNs) in the container shipping industry integrates resources underlying value cocreation patterns in these networks. Design/methodology/approach – The paper is based on a single case study of a technological start-up, providing tracking, tracing and other information services to MLN members using internet-based software. An interorganizational theory perspective informs the case study to unveil the resource integration for value cocreation in the network. Findings – The start-up holds multiple resource interaction roles and the start-up’s involvement enables the creation of new knowledge resources, which facilitate new revenue streams and manage resource dependencies. Hence, the ﬁndings indicate that the start-up changes value cocreation patterns in the network by reconﬁguring and integrating existing resources so that the service is customized for various customers, including shippers and freight forwarders. Practical implications – The results provide insights about how technological start-ups can unlock resources within MLNs. Originality/value – The study extends previous studies on resource roles in business networks and shows how start-ups can perform multiple roles simultaneously within these networks. In addition, the study contributes to the literature by studying information and knowledge as resources conﬁgured in different ways in a unique network setting. Keywords Digitalization, Resource interaction, Resource integration, Resource dependence, New ventures, Shipping Paper type Research paper potential value creation opportunities from leveraging 1. Introduction digitalization in maritime logistics (Egloff et al.,2018). Similar with other transport sectors, digitalization in maritime However, the role of these new entrants in existing MLN’s transportation is signiﬁcantly changing organizations, value cocreation patterns remains unexplored. interorganizational networks and the larger industry. MLNs comprise key actors, such as container carriers, freight Technological innovations, such as artiﬁcial intelligence, forwarders and ports (Lee and Song, 2010), between which blockchain, the Internet of Things and automation, are business-to-business (B2B) service transactions take place. providing many opportunities to optimize processes, generate These are connected to global supply and distribution chains via new business and link effectively with global logistics and their customers, namely, shippers or consignees. This industry supply chains (UNCTAD, 2019). Using distributed ledger structure, in which resources are provided by multiple technology, market leaders are collaborating to build shared organizations that are connected in various ways, can be platforms that integrate information, documentation and characterized as business network (Håkansson and Snehota, 1995). These resources are integrated within MLNs to facilitate ﬁnancial ﬂows between multiple actors related to the shipping value cocreation (Vural et al.,2019). In studying maritime industry (Tradelens, 2020; Morley, 2017). This improves the logistics value creation, scholars have focused on various actors, visibility and tracking of cargo movements in maritime logistics networks (MLNs). Besides these traditional players from within the industry, many new entrants from the information © Aysu Göçer, Ceren Altuntas Vural and Frida Lind. Published by and communication technology (ICT) sectors are developing Emerald Publishing Limited. This article is published under the Creative and providing digital solutions for MLNs, which indicates Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both The current issue and full text archive of this journal is available on Emerald commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be Insight at: https://www.emerald.com/insight/0885-8624.htm seen at http://creativecommons.org/licences/by/4.0/legalcode Received 21 December 2021 Journal of Business & Industrial Marketing Revised 1 June 2022 38/13 (2023) 1–14 23 November 2022 Emerald Publishing Limited [ISSN 0885-8624] [DOI 10.1108/JBIM-12-2021-0569] Accepted 30 November 2022 1 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 dyads and triads. These approaches include a service provider resource mediator, resource recombiner and resource renewer. perspective (Lee and Song, 2010), for example, ports (Carbone Second, by studying a unique and speciﬁc network setting, it and Martino, 2003), a relationship perspective between, illuminates the inherent characteristics of networks. These two e.g. shipping lines and logistics intermediaries (Fremont, 2009) contributions address calls for research into speciﬁc networks and maritime container transporters and their customers and how start-ups relate to these networks (Baraldi et al., 2019; (Fotiadis and Vassiliadis, 2017), and a perspective focusing Aaboen et al., 2016). Third, it emphasizes how both use and solely on service providers (Song and Lee, 2012)or their exchange value are cocreated in network, which is subject to customers (shippers) (Vural et al.,2019). signiﬁcant change facilitated by digitalization by taking a multi- Studies show the impact of digitalization on value cocreation actor perspective (Jayashankar et al., 2020). The notion of value patterns in different industrial settings (Jayashankar et al., generation and resource interaction mechanisms behind that 2020; Ballantyne and Varey, 2006), nevertheless, in the within an interorganizational context are considered timely expanding literature on how maritime logistics value is deﬁned, (Bocconcelli et al., 2020). The study focuses on knowledge and created, cocreated and enhanced (Lee and Song, 2010; Lee information as resources that the ICT-based start-up integrates et al., 2012; Song and Lee, 2012; Lam and Zhang, 2014; Vural within the MLN and examines their role in interaction and et al.,2019), the impact of other actors on maritime logistics value cocreation. This answers the call of Baraldi et al. (2012) value has been understudied. New entrants to MLNs are to recognize and investigate knowledge as a resource within particularly important, especially to understand the impact of business networks. digitalization on value cocreation patterns in these networks. The rest of the paper is organized as follows. Section 2 These actors have been able to enter the market due to the reviews the theoretical underpinnings for building a synthesis valuable, new resources offered by digitalization. Research can on digitalization in MLNs from a resource integration and provide signiﬁcant insights into maritime logistics value value cocreation perspective. Section 3 details the case context creation in the age of digitalization by understanding the nature and methodology. Sections 4 and 5 present and discuss the of these resources, their interrelationships and the role of these ﬁndings. Section 6 concludes with implications for theory, new actors in integrating these resources within MLNs. research and practice. Recently, studies relying on the industrial network approach to business markets (Håkansson and Snehota, 2017) have 2. Theoretical framework focused on the role of new entrants in networks (Aaboen et al., For the purpose of this research, to explore how technological 2016) and how they combine or integrate resources within start-ups integrate resources underlying value cocreation networks (Landqvist and Lind, 2022; Ciabuschi et al., 2012; patterns in MLNs, the theoretical framework is built on three Aaboen et al., 2011). While this stream of literature investigates interorganisational theories. To understand value cocreation start-ups from a general industrial network perspective, a through resource integration in MLNs, the service dominant contextual focus is required to understand industry speciﬁcs in logic (Vargo and Lusch, 2008; Vural et al.,2019) serves as a relation to resource dynamics, particularly because cocreated departure point, while for analyzing the roles of entrants in value strongly depends on the speciﬁc context where resource MLNs, the industrial network approach (Håkansson and integration takes place (Vargo and Lusch, 2008). Furthermore, Snehota, 2017) and resource interaction in interorganizational how new entrants relate to, and inﬂuence networks is an area networks (Håkansson and Waluszewski, 2002a, 2002b)is where more research is needed (Baraldi et al., 2019), especially forming the base. In addition, resource-dependence theory within the scope of digitalization (Mosch et al., 2022). (Pfeffer and Salancik, 1978) being a pillar in the industrial The purpose of this paper is to explore the role of ICT-based network approach, is used for recognizing and acknowledging start-ups in MLNs in relation to resource integration power imbalances in these networks. Hence, the study underlying the value cocreation of such business networks. To combines theoretical approaches to address the speciﬁcities of operationalize this purpose, we conduct a single case study on a resource integration, resource interaction and resource technological start-up that provides tracking, tracing and other information services to MLN members using internet-based dependence to unveil value cocreation patterns in response to software, and address the following two research questions: digitalization in business networks. This combination relies on the common points of the approaches pinpointing value RQ1. What roles do technological start-ups play in MLNs creation as a collaborative effort among actors and as being regarding resource interaction and value cocreation? strongly connected to resources (Bocconcelli et al.,2020). Similarly, other studies have sought combinations of literature RQ2. Which dynamics shape value cocreation in MLNs to streams to capture the complexity of start-ups in context of which technological start-ups enter? digitalized networks (Mosch et al., 2022). The study builds on resource interaction (Håkansson and Waluszewski, 2002a, 2002b; Håkansson and Ford, 2002), 2.1 Digitalization and value cocreation in networks 2.1.1 Digitalization in maritime logistics networks value cocreation through resource integration (Vargo and Albeit more slowly than other industries, shipping is also digitally Lusch, 2008) and resource-dependence (Pfeffer and Salancik, transforming itself by sourcing, adapting, developing and 1978) in interorganizational networks as a base. It contributes managing industry-speciﬁc versions of generic technologies to the literature in three main ways. First, by taking MLNs as the research object, it provides insights about how the network (Lambrou et al.,2019). From a narrow perspective, digitalization changes when a technological start-up enters, integrates or maritime 4.0 can be associated with the vessels providing the technical and social resources and performs multiple roles as a shipping service (Sullivan et al.,2020; Poulis et al., 2020). More 2 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 broadly, digitalization offers many opportunities for both provide door-to-door logistics services and complement the shipping companies and the MLNs they operate within. Besides value proposition, shippers and investors provide ﬁnancial reducing operational and customer service costs, it strengthens resources (Yuen and Thai, 2017). There are also operant relationships with MLN members and allows new revenue- resources (Vargo and Lusch, 2008), such as power, trust, generating business models beyond traditional shipping services competence or information (Vural et al.,2019), that are (Egloff et al.,2018). integrated by shippers, freight forwarders and shipping Among these, cargo tracking through digital platforms companies for value cocreation in MLNs. New actors enter or (Lambrou et al., 2019) or blockchains (Yang, 2019) has gained existing actors stay in MLNs as long as they can combine and wide acceptance. Shipping is inherently network-centric and recombine these resources to facilitate value cocreation. requires collaboration based on information sharing across the Yuen et al. (2019) emphasize the importance of information value network (Feibert et al.,2017). However, cargo tracking management as a critical resource that enables effective information today can only be obtained through a shipping network integration and improved performance. Critical service provider’s internal information system and company information shared conveniently on real-time basis by network home page (Yang, 2019). The lack of more efﬁcient data ﬂow members improves the actions and performance of other between different MLN actors results in poor tracking network members (Lee, 2000). Digitalization of shipping information, unintegrated across different systems. accelerates information ﬂows within MLNs, which new actors Digitalization encourages new organizational structures, either enter to integrate resources. Digitalization also requires both independently or as spin-offs, as separate units or partnerships physical and digital resources to be combined and recombined of shipping ﬁrms (Lambrou et al., 2019). Supported by (Henfridsson and Bygstad, 2013). Lam and Zhang (2019) satellite-based vehicle monitoring systems, many digital argue that ICT-based process innovations have a signiﬁcant platforms have emerged to provide cargo or container tracking impact on achieving customer value in shipping contexts. services, and they are expected to grow (Morley, 2017). These However, it is still not known how digitalization of information service providers, mostly starting up outside the industry, are ﬂows changes resource integration and value cocreation in new intermediaries that enter MLNs to improve the integration MLNs. From their port study, Harrison and Håkansson (2006) of information-based resources. concluded that new actors can activate existing but 2.1.2 Resource integration and value cocreation in maritime logis- unconnected or passive resources in networks. However, this tics networks idea needs to be applied to larger MLNs affected by MLNs are composed of multiple organizations that take part in digitalization to understand the consequences of value the physical ﬂow of goods from their origin to destination. The cocreation in these networks. To deepen the understanding of structure of these networks can be very dynamic and change resources in networks, our focus below is on the industrial from one transaction to another, and the number of network approach. organizations that are involved vary depending on the transport service demands. A very simple illustration of the ﬂows within 2.2 Resource interaction in business networks these networks is illustrated in Figure 1. Businesses strive to collect and combine resources to provide Besides the physical ﬂow of goods, maritime logistics also value to users and obtain ﬁrm growth (Penrose, 1959). These refers to ﬂows of information and relationships between actors resource combinations emerge within speciﬁc use contexts within maritime supply chains from manufacturers to end- (Baraldi et al., 2012). Organizations must collect many users (Panayides and Song, 2013). The key question for these different resource types that are tied to multiple resource large networks of many different actors is how different actors providers through relationships (Håkansson and Snehota, add value (Panayides, 2006). From a traditional value chain 1995) connected in business networks. The values of these perspective, maritime logistics value is the degree to which a resources are not ﬁxed; they emerge and change as a result of maritime logistics service system meets customer demands the resource interaction within networks (Håkansson and through successful ﬂows within the MLN (Lee and Song, Waluszewski, 2002a, 2002b). Interactions within networks 2010). These customer requirements include reliability and produce the “double face” of resources. That is, an interaction speed (Lam and Bai, 2016), and integrated service operations not only enables production and access to a certain resource or for a larger portfolio of global services (Tseng and Liao, 2015). resource collection but also provides valuable information From a service-dominant logic perspective, however, maritime about the “using” of resources, which, in turn, enables further logistics value is a phenomenological and experiential concept development of the resource or resource combination that is cocreated by suppliers and customers in MLNs through dynamic resource integration (Vural et al.,2019). (Håkansson and Snehota, 1995). Therefore, understanding Shipping companies depend on resources provided by MLN resource dynamics in business networks requires investigation actors. While business partners like ports or freight forwarders of resource interaction as well as resource exchange. Figure 1 Basic MLN ﬂows 3 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 In their 4R model, Håkansson and Waluszewski (2002a, alliances, joint ventures, mergers and acquisitions (Drees and 2002b) identify four types of interacting resources: products, Heugens, 2013). facilities, organizational units and interorganizational Departing from the discussion on the pursuit of digitalization relationships. The ﬁrst two are called technical resources and (Egloff et al.,2018), this study builds on the complex the latter two are called organizational or social resources. interaction patterns of MLNs (Håkansson and Waluszewski, Based on of the assumption of resource heterogeneity (Penrose, 2002a, 2002b), which are reshaped by the entrance of digital 1959), a resource’s value depends on which resources it is intermediaries (Baraldi et al.,2019; Mosch et al., 2022) taking combined with, and this is considered as resource interaction different roles while integrating information-based resources (Baraldi et al.,2012)(Bocconcelli et al., 2020, for a detailed (Aaboen et al., 2016) and facilitating the value cocreation along discussion on similarities and differences of interaction and the network (Vargo and Lusch, 2008). This value cocreation integration). Hence, we conceptualize value to reside in unique environment is stimulated by resource-dependences (Pfeffer and dynamic resource constellations. Furthermore, it’s not and Salancik, 1978), which further reveals the emergent power enough to simply bring different resources together. Technical, dynamics in MLN networks (Pfeffer, 1981). organizational or mixed resource interfaces (Dubois and Araujo, 2006; Baraldi and Strömsten, 2006) are to be created 3. Methodology for combining resources successfully and how these interfaces In line with the research purpose, a qualitative research design match or mismatch form value creation (Huemer and Wang, was adopted. A network was analyzed as the research object in a 2021). maritime industry setting through a single case study New businesses always need to recombine resources methodology to explore how technological start-ups inﬂuence (Schumpeter, 1934), some of which are controlled by others value cocreation in an MLN. Case study is a widely preferred (Öberg and Shih, 2014). They must simultaneously add to and method in business marketing research (Beverland and ﬁt into their customers’ existing resource constellations Lindgreen, 2010), particularly when focusing on start-ups in (Aaboen et al., 2011), but not unilaterally. Rather, they interact business network settings (Laage-Hellman et al., 2018). It can and coact with other network actors to combine resources enable understanding complex, dynamic relationships and (Ciabuschi et al., 2012). These actors have both resource interactions in business settings and reveal interconnected provider and resource user roles in these networks and from relationships and dynamic processes in business networks their interaction innovative solutions emerge (Cantù et al., (Dubois and Araujo, 2004; Dubois and Gadde, 2002). Single 2012). By studying different university spin-offs, Aaboen et al. case design provides rich opportunities to develop a theory (2016) suggest three generic roles regarding resource based on grounding the meaning of theoretical concepts in interaction. New businesses can act as: empirical and contextualized observations and descriptions 1 resource mediators, connecting existing resources (Andersen et al.,2018). In our study, the single case design between business relationships and organizational units; provided deeper, contextualized understanding on the focal 2 resource recombiners, facilitating mutual adaptation of phenomenon in its context and identiﬁed complex interaction resources between products and facilities; and patterns created by the start-up’s involvement in the MLN. 3 resource renewers, whereby resources are replaced at the Case studies investigate a contemporary phenomenon in network level, and interactions are required at all four depth in a real-life context to provide rich insights to develop interfaces of 4R model. nuances for reality (Flyvbjerg, 2006; Yin, 2014). In the present study, the single case was selected based on the research topic While research into resource interaction in business networks before extending the unit of analysis to the larger MLN by emphasizes the importance of resource combining and including multiple networks actors in the study. interfaces between network actors, another important aspect is power imbalances between actors with different resources. 3.1 Case selection and data collection Because no organization can hold all needed resources The case company, SG (anonymized), is a start-up from internally, it must interact with others to combine Turkey offering a global container transport tracking platform. resources (Håkansson et al., 2009). According to resource Founded in 2016 by one academician and two practitioners; it dependence theory (RDT), organizations are coalitions that is both a start-up and a university spin-off. In 2010, two of the adapt their behavior and structure to acquire external, scarce founders, who were working in shipping industry, experienced and valued resources (Ulrich and Barney, 1984). Their two container tracking problems. They converted this into a main objectives are to control critical resources that decrease business idea that evolved following sales success. The case their dependence on others; to control critical resources that company was selected from ICT-based start-ups offering new increase others’ dependence on them. Achieving these objectives increases their power within interorganizational digitalization services to MLNs. In the selection criteria, networks (Pfeffer, 1981). importance was given to choosing from new entrants that have The nature and availability of critical resources determine the a developing presence in shipping industry with their degree of dependence within these networks (Ramsay, 1996). acknowledged customer portfolio performing operations worldwide. In addition, the connectedness of the start-up A resource’s criticality depends on its commercial or within the MLN, and the availability of services to multiple operational importance and scarcity of alternative sources (Pfeffer and Salancik, 1978; Cox et al.,2002). To reduce their network members such as shippers, freight forwarders and dependence on external resources, organizations engage in shipping lines in shipping industry was another key criterion in various interorganizational arrangements, such as interlocks, selecting SG. 4 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 Data was collected by semistructured interviews with experts case company during data collection, while a ﬁnal validation to gain context-dependent knowledge and experience interview was conducted to conﬁrm the ﬁndings and assure (Flyvbjerg, 2006). Qualitative researchers in case studies trustworthiness. mostly prefer interviews as guided conversations to collect rich Prior to the interviews, each interviewee was assured of evidence (Yin, 2014). Data collection in this study aimed to anonymity. With the permission of the interviewee, each session was recorded. A discovery-oriented approach (Yin, understand SG’s business model in depth, its internal 2014) was used in the interviews to probe for details and ensure operations and network connections. We conducted the ﬁrst interview with the cofounder, who that the experience and knowledge of the professionals were shared documents and gave detailed information about the fully reﬂected. The audio ﬁles were transcribed into text ﬁles to start-up’s history, mission, vision, business model which enable clearer and more systematic analysis. We also listened provided insights about the company and its position in the carefully to each interview to better understand its context and MLN. This interviewee described the customer base of the nuances. Notes were taken during the interviews or while start-up and explained the segmentation of their customers in relistening after the interviews were also transcribed and the MLN. Informant selection process is carried out with direct included in the analysis. guidance of the cofounder, who suggested interviewees from the start-up’s key customer segments that were representative of the 3.2 Data analysis MLN, such as cargo owners, freight forwarders and software Following the purpose and research design, content analysis companies. Cargo owners included exporters and importers was used. This method follows a set of procedures to produce who manufacture or trade products requiring international “replicable and valid inferences from texts (or other meaningful transportation services. We used the term “cargo owner” matter) to the contexts of their use” (Krippendorff, 2004, because a single company could be both exporter and importer. p. 18). This method aims to reduce qualitative data by Software suppliers are different sets of customers who sell identifying core consistencies and meanings (Patton, 2002). It, software and related services to either freight forwarders or thus, allowed us to explore patterns within the data and cargo owners, but they buy the tracking information from the categorize them as resource roles, value types and value case company to differentiate their offering. cocreation dynamics in the MLN, which were changed by SG, The interviewees were familiar with both the former MLN the ICT-based start-up. structure andthe changes inthe networksince SG entered. An Coding in content analysis can be either manifest (explicit) interview guide based on the theoretical framework was prepared or latent (implicit) (Kassarjian, 1977; Krippendorff, 2004; to capture this knowledge. The guide included sections covering Babbie, 2010). The former focuses on the visible, countable how the start-up’s integration affected business interactions in surface content of a communication, particularly word the MLN, the roles of start-ups in the MLN resource interface, the frequencies, whereas the latter, which was used here, is more value cocreation outcomes of MLN partners during resource exploratory, focused on identifying implicit meanings, patterns interaction and the dynamics of the start-up’s integration in the or symbolism in the data set (Babbie, 2010). MLN. Table 1 below provides the details about case informants To achieve the purpose of understanding resource interaction and interviews. The interviews, which were completed over one and value cocreation patterns within the MLN, theoretical year, continued until no further conceptual insights were concepts were systematically matched and combined with generated, i.e. theoretical saturation (Corbin and Strauss, 2008). empirical data collected by semistructured interviews while the The interview data were complemented by company documents, codes and concepts were developed iteratively (Dubois and presentations and reports. The framework was reﬁned with the Gadde, 2002). During latent coding, we followed an abductive Table 1 Summary of interviews No. Interviewee code Interviewee's role Category Date Duration 1,2,3 SG 1.SG (1 cofounder, 2 operational ofﬁcers) ICT-based start-up 20.08.2019 1:42:20 2.SG Cofounder (1) 23.09.2019 1:12:41 3.SG Cofounders (2) 07.09.2020 34:13 4 FF1 Operation team leader Freight forwarder 24.02.2020 34.35 5 FF2 Systems and process manager Freight forwarder 25.02.2020 40:04 6 FF3 Marketing and sales manager Freight forwarder 27.02.2020 25:28 7 FF4 Chief executive ofﬁcer Freight forwarder 03.03.2020 24:58 8 FF5 Director Freight forwarder 05.03.2020 37:51 9 FF6 Operations supervisor Freight forwarder 10.03.2020 18:39 10 BCO1 Export operations – Logistics specialist Cargo owner 21.02.2020 28:22 11 BCO2 Head of export operations Cargo owner 26.02.2020 20:08 12 BCO3 Information systems manager Cargo owner 02.03.2020 21:30 13 BCO4 Logistics specialist Cargo owner 10.03.2020 24:19 14 BCO5 Logistics manager Cargo owner 10.03.2020 23:09 15 SS1 Head of operations Software supplier 21.01.2020 53:50 16 SS2 Vice president, Research and development Software supplier 25.02.2020 28:28 5 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 logic to match theory with the empirical data simultaneously the codes, while the thematic categories emerging from the through systematic combining (Dubois and Gadde, 2002). interview data were continuously revised based on data Abduction can involve a mix of inductive, deductive and comparisons complemented with other data sources, such as abductive subprocesses (Kovacs and Spens, 2007; Järvensivu company documents. From this process, the MLN resource and Törnroos, 2010). However, different from induction, exchange framework emerged (Figure 2), which was also it accepts existing theory and different from deduction, it mostly continuously revised. The abductive and iterative approach in allows for data-driven theory generation rather than theory- the design and execution of the study provided a pillar for driven research. Having started with industrial network research quality (Flick, 2014). approach on the one hand, and the value cocreation and service Furthermore, we sought conﬁrmability, credibility, dependability and transferability (Halldorss on and Aastrup, dominant logic, on the other, we noted evidence of resource dependence in the data. The frame of reference served as the 2003) to ensure the trustworthiness of this qualitative study basis for understanding how resources are exchanged and (Lincoln and Guba, 1985). We achieved conﬁrmability by triangulating data (Denzin, 2017) from three different network integrated for value cocreation in business networks. Theory on resource interaction, resource integration and resource member categories and interviews with different members of dependence in business networks informed the frame of the case company. Credibility was enhanced through rich theory, iterative data matching and validation interviews. The reference, which was then used to build the initial categories that represented resource roles. We, therefore, expanded our transferability of our ﬁndings to other MLN contexts was assured by providing thick descriptions of data from multiple theoretical base and revised our framework (Figure 2)several times during data collection and content analysis while respondents, detailed information about context, case systematically combining data with theory. company and underlying resource interactions and resource When creating categories, it is important to decide whether integration, forming the ground for analytical generalization they are mutually exclusive. We followed an iterative process from single case research (Andersen et al., 2018). Finally, the for building, testing and revising categories through theory-based interview guide, interview recordings and simultaneous comparisons with data (Krippendorf, 2004; transcriptions and systematic coding process provided Pratt, 2009). The theoretical underpinnings were matched with dependability. Figure 2 MLN resource exchange 6 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 4. Findings Thus, rather than offering a new service or providing previously unknown data to network actors, SG creates value by The different parts of the theoretical framework helped to processing existing data within the system and providing a investigate the empirical evidence in a more structured way. We simple user interface that presents continuous, timely updates in began with looking into the list of resources that different actors tracking information. While shipping lines have container data integrate to facilitate the value cocreation that emerges from the ready in their systems, these are used for vessel operations entrance of the ICT-based start-up into the network. Then rather than offering tracking as a primary service. Thus, we built on the resource roles literature while examining the container tracking data continuity may be lost within certain different roles that the start-up takes on while integrating the MLN processes: different resources. Finally, the basic premises of RDT guided We recognized that the biggest problem is in the transhipment process: the analysis related to underlying power relationships that operational tracking of a transhipment is challenging as information is emerged from the empirical evidence. broken once there is a delay or change in route (SG). The analysis provided ﬁve key ﬁndings regarding resource SG entered the network to mitigate information distortion and integration underlying the value cocreation patterns in MLNs: inconsistency by providing centralized, timely and updated 1 how SG as an ICT-based start-up enters MLNs by tracking information. They replaced ad hoc, complicated and confusing information in the network by processing providing simple service offerings targeting niche but and transforming big data into a simple and easy to understand important business problems; tracking information for all partners to use, thereby creating 2 ICT-based start-ups affect multiple triads within MLNs value. They make contribute by targeting “simplicity to create by integrating technical and social resources through value” (SG) in data tracking offerings. Thus, SG advances the direct or indirect interactions among network actors; processes of MLN actors to a level that they can compete with 3 they perform the roles of resource mediators, resource larger rivals. Their aim is to create a business model that offers, recombiners and resource renewers simultaneously within through data integration, “one platform to all” (SG). Hence, MLNs; ICT-based start-ups enter MLNs through their contribution to 4 they facilitate value cocreation resulting in exchange and niche business areas, where they provide novel solutions to use value that all actors utilize; and critical issues. 5 they decrease actor dependencies on other MLN partners but increase dependencies on data sources and start-up services. 4.3 Impact on maritime logistics networks These key ﬁndings are elaborated on further below. As part of a maritime transportation network, an MLN is basically a triad between cargo owners (shippers), shipping 4.1 Case description lines and freight forwarders. The value cocreated in this triad is The start-up company SG mainly provides live container then used by the actors in the second triad – the supply/ tracking, shipment statistics and performance analysis. To distribution network. The supply/distribution network is enable customers to track containers live via its web page, SG composed of actors that are supply chain members. They are either buys raw data from providers that integrate satellite data the sellers and buyers of manufactured goods that are then on vessel positions or captures readily available data from moved and stored by MLN actors from point of pick up until shipping line systems using customized algorithms. SG also point of delivery. Considering the cross-border structure of sells subscription services to customers requiring information MLNs, these sellers and buyers are exporters and importers of on shipping line performance, market intelligence regarding goods, but they are operating in complex supply/distribution available services and information system integration. The networks which are composed of wholesalers, distributors, company can be classiﬁed as a software-as-a-service provider, traders, resellers and retailers. Although MLN members an online marketplace or e-platform. The target markets are interact with only exporters or importers from these second shippers, logistics service providers and shipping lines triads, the value created at MLN level impacts the larger operating in MLNs, although currently, there are no customers supply/distribution network as well. from the shipping line segment. The MLN in this research is When a start-up enters the ﬁrst triad to integrate knowledge structured around the case company SG and its customers in and information resources, it facilitates value cocreation, which the MLN. These customers belong to different market extends to the second triad: segments. When I provide information to my customers, they provide the same information to their own customers. The information is going from the shipper to the ﬁnal consignee. My customers are not using this information 4.2 Entry to maritime logistics networks to keep only in their ﬁle, but they use it to inform their customers as well SG’s main value proposition relates to an information (FF5). disconnection in particular operational areas of the MLN Thus, the start-up mediates, recombines or renews technical regarding container tracking. A digital service platform that and social resources within the MLN. The cocreated value connects unconnected resources, improves integration between resonates as exchange and use value for MLN actors depending resources or replaces resources along the network is provided as on their utilization. a solution: An ICT-based start-up also changes the roles of MLN actors We work with multiple shipping lines, so we get tracking information by by enabling them to generate new value offerings to their searching through each of their web sites separately and integrate them. SG markets. The value provided by the start-up unlocks previously made that information available to all the network in a single online platform (BCO4). tied-up internal resources. These unlocked resources can 7 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 provide customized services and create new value cocreation provider. Thus, maritime network processes are mediated by patterns in their customer networks. SG through process integration across all MLN actors. Our For example, time and manual workload is replaced by respondents predicted that more start-ups would emerge as outsourced tracking operations. Cargo owners and freight resource mediators who integrate and aggregate data in MLNs. forwarders use that time and effort to focus on their customers’ 4.4.2 Start-ups as resource recombiners in maritime logistics operational processes and extend their organizational role as networks solution partners. “In that resource interaction model of the Start-ups may become resource recombiners that integrate network, freight forwarders will provide digitalized service resources by mutual adaptation of network players. The most solutions for operational excellence” (BCO4). In some cases, common type is mutual adaptation of data, whereby integrated they become integration partners rather than just solution and combined data generate information through the mutual partners to provide connection points and bridges between contribution of MLN partners: MLN partners at various nodes. Their focus shifts to relationship building among partners. “With increased To get the full value of information, you must combine your data with other data sources. For example, time of arrival or delays gives some idea, but you digitalization, we’ll utilize our employees’ time more effectively combine it with other data for better understanding and planning (FF4). to build better relations with our customers” (FF2). MLN actors may integrate tracking information with their enterprise resource planning (ERP) systems. MLN actors 4.4 Resource interaction roles create integrated solutions for network partners. These ICT-based start-ups do not play a single role within MLNs but integrated partnerships are fostered by start-up information that can be a resource mediator, a resource recombiner or a creates an environment where each partner contributes to resource renewer, depending on where in the network, between system activities and searches for joint solutions. whom and for which purpose they engage in resource These partnerships are also formed through collaborative risk interaction. management practices that offer transparent information 4.4.1 Start-ups as resource mediators in maritime logistics networks sharing and a proactive approach to ﬁxing problems or Start-ups act as resource mediators when they connect managing operations: unconnected resources within the MLN. Ad hoc data and When there is a problem, we detect it earlier and warn the customer. Or information are replaced by a centralized source of integrated maybe, if the foreign agency has not yet informed the customer, so the data for partners in the larger network: customer does not know that the container has arrived, then we can detect it by SG system. We inform the customer, make suggestions and help them to Tracking information was provided by different parties, sometimes shipping take precautions accordingly (BCO1). line or forwarder. Then, I deliver that information to my customer. There are many partners in the MLN. This means many people in between to 4.4.3 Start-ups as resource renewers in maritime logistics networks share information. However, with SG, information is centrally shared by all partners. I don’t provide any additional information (BCO1). By replacing resources, start-ups cause fundamental changes within the network. For example, SG replaced manual tracking By connecting data created from various sources, SG creates with digital tracking, which not only digitalizes information ﬂow aggregated data that network actors can use to generate but also dramatically improves customer satisfaction by freeing accessible information, especially for customers: up some in-house resources. “Operational efﬁciency is SG collects data from several platforms of shipping companies, and improved as the manual, mail-follow-up system is replaced by aggregates that in one place. You can’t get this information from any single source, but SG provides this. This is very convenient (SS2). online, on-time controlling system” (BCO4). This change involves the replacement of people with digital solutions: “A These connections form data warehouses: “Historical data is number of employees were tracking containers manually before stored in SG’s system with easy accessibility. We can track SG provided us to track through automation” (FF2). In container movements retrospectively” (BCO1). The addition, there is transfer of decision-making routines to centralization of various data sources and management of management information systems. integrated information by an outsourced mediator, the As digitalization extends through various levels of logistics technological start-up, also facilitates the production of on-time operations and to the wider MLN, there is fully digitalized and updated data at a single point in time, thereby avoiding data process integration. Not only the network’s main actors but disruption from different time zones and actors: wider supply chain partners become digitalized, which pushes For example, the customer in United States will plan a new shipment in the entire industry toward digitalization: “Digitalization of the morning time and needs to learn the status of the load. The time is 11:30 pm in Turkey’s zone. Since the customer doesn’t want to disturb us at that time, MLN will force customs agencies to go digital; even customs he/she enters SG’s system and learns the status of his/her load. He/she does declarations are being issued on digital platforms” (FF3). The not wait for the start of Turkey’s working hours, and then again for interviewees frequently emphasized that digitalized business America’s working hours. At that time of the night, he/she can learn the status and make his decision (FF3). models will replace traditional business models. For example, cloud-based business models are making the global system less This integration also enables value-added services by sharing dependent on people: “Everything is moving to the cloud and timely notiﬁcations and updates on changing data, which reduces operational workloads throughout the network. everything will be connected anyway” (FF4). Especially the Another connection is built among the multiple processes of aggregation of digital start-up data will generate big data for different actors. Because SG’s service is integrated with the the use of artiﬁcial intelligence algorithms: “Big data, opening systems of both freight forwarders and customers, they can deal the way for artiﬁcial intelligence, will potentially evolve to new with each other directly rather than with the start-up as the data service offerings” (SG). 8 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 4.5 Start-ups facilitates value cocreation among integrate tracking information into their internal planning maritime logistics networks actors systems: “We improve their [our customers’] planning, The main value of the ICT-based start-up for the MLN is a scheduling and production plans by managing unexpected consistent ﬂow of timely and accurate information. This changes and taking a more proactive approach” (BCO4). facilitates value cocreation in various forms and at different By integrating resources, the tracking service is digitalized, points within the network. As shown in Figure 2, mediated, which enables effective utilization of labor. By reducing tracking recombined or renewed resources are integrated by both and mail or telephone trafﬁc, employees can use their time for maritime transportation and supply/distribution network relationship building activities and operational tasks. In members. The notion and content of value changes according addition, the unlocked time can be used for improving to where this value is cocreated within the network. employee know-how: “Since the SG integration, employee efﬁciency has improved, which is reﬂected in all phases of 4.5.1 Use value operational processes” (FF5). Use value is created when any actor uses the resources integrated by the start-up for its own beneﬁt. For example, SG’sdirect 4.5.2 Exchange value customers use direct access to timely data to improve their operations The value cocreated by the continuous ﬂow of tracking data at several ends of the MLN: “We provide centralized, timely and into SG’s system can be exchanged further with MLN updated data. This helps partners to identify problems earlier and members as a new resource. Individual actors can create report sudden changes in transportation process on time” (SG). aggregated information or leave traces about their preferences Online, updated and accurate tracking information, made and decisions. When supported by big data analytics, these available to customers by start-up integration, eliminates become valuable resources as inputs to new value propositions. information inconsistencies and time and place barriers. This Here, the start-up company combines resources that are creates the value of improved problem-solving capabilities and decision- generated by customers’ tracking activities and produces making. “Tracking information delivered through timely aggregated data. SG processes this tracking data to provide notiﬁcations helps to detect problems and provides full control market intelligence and decision-making indicators for MLN over delays or other variations in expected dates” (FF4). “We also partners. “New business areas for digital analysis of company use it for choosing routes” (FF2). data or for digital solutions emerged from big data analytics” Another value generated for MLN actors is performance (FF2). Information that summarizes which actors in the MLN tracking. Customers can use digital storage to access aggregated search for which routes, which provider offers services to historical data to track process performances and plan for certain destinations, and the ability to rate service providers further shipments. The regular provision of such performance according to their performance are examples to such potential data facilitates competition by motivating service providers, offerings produced from big data. This process is evolving into such as carriers or freight forwarders, to improve their digital business models shaped by application programming operations. “SG data support decision making by providing interface (API) solutions and generating an environment of analytics related to the performance of shipping lines” (BCO4). information analytics provided by SG’s system. “API will orient This improved information ﬂow creates a competitive MLNs partners to review the performance of MLN partners advantage over other market players, which enables service (shipping lines, ports, etc.) and alter decision-making differentiation to attract or retain customers. Time can then be dimensions” (BCO4). This will become a new offering that is better used for business improvement and quicker customer sellable to existing and new network members. response rather than searching for updated information: When I visit a major customer, one of argument I use to offer our services 4.6 Dependency dynamics critical to value cocreation in and [emphasized] that it’s better than others, is that we have this SG track maritime logistics networks and trace service. So, it’s like a weapon we use to convince our customers to The interviews showed that resource interaction is not enough to work with us. Once they try, they love it. Through this, we gain some advantage over our competitors in the market (FF5). maintain the resource interface. Instead, sustaining effective interaction of resources depends on key factors related to data ﬂow The start-up solution also creates a cost advantage through and start-up services – most critically, the data source.MLN operational efﬁciency and improved responsiveness, especially members, such as freight forwarders or cargo owners, buy tracking in problematic cases. “Additional costs, like demurrage, are information from SG and disseminate it across their customer avoided by improved information ﬂow and tracking” (FF4). networks via technical or social resource interfaces or use it for Resource integration through start-ups generates value their internal operations. The ICT-based start-up triggers opportunity by enhancing customer satisfaction.The time gained technical resource interaction throughout the MLN, using data from start-up integration is used to support customer operations and information-related resources, such as tracking data, analytics more effectively and focus on building better customer relationships. For example, “Continuous tracking is perceived as a and API. This indicates a critical dependency on data sources, such as shipping line websites or other data suppliers aggregating means of business trust by customers” (BCO1). Business and data from satellites. “If a shipping line’swebsite is notupdated, operational crises are avoided by offering correct actions for then SG’s information won’tbe accurate either” (FF5). customers through responsive, timely and accurate information Therefore, sustaining accuracy and ﬂow of data is key to resource sharing, and proactive actions through early problem detection. interaction among the partners to avoid incomplete tracking data Use value is also extended to customer networks through effective order management and planning. Regular tracking or inaccurate information caused by the dependence on original information enables second- or third-tier customers to learn data sources. Furthermore, MLN partners’ operational performances about potential delays, schedule their incoming deliveries and dependoneachother aspartnersatdifferentendsof theMLNuse 9 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 the centralized information ﬂow for operational or decision- resource recombiners and resource renewers simultaneously in making purposes. “We received incorrect information because the MLNs. These roles vary according to the purpose of resource data did not ﬂow to SG’s system due to a problem in a shipping interaction and where in the network it takes place. We agree line’s system” (BCO1). with Aaboen et al. (2016) that the value of resources depends Technical resource interaction is simultaneously elevated by on how they are integrated within the network. We further argue that these roles change depending on the ability of a given social resource interaction using relationship-based resources, such resource interaction to unlock other resources. as feedback mechanisms, collaboration or interorganizational relationships. Continuous improvement of start-up services, fostered by the feedback mechanisms provided by MLN partners to develop 5.1 Start-up performing multiple roles facilitating value cocreation recommendations, is also critical to value cocreation in MLNs. In this speciﬁc case, the start-up’s main value proposition is its “Continuous improvement of start-up systems is important to resource mediator role of connecting unconnected informational avoid mistakes and sustain performance” (FF6). Examples for the different roles, use value and exchange value are provided in resources, similar to what Harrison and Håkansson (2006) argue regarding new entrants in business networks. However, they do Table 2. not do this straightforwardly. Rather, they aggregate, format and Because the start-up system depends on original data make data readily available on demand, and conﬁrm it from sources, any problem supplying correct or timely data disturbs multiple data sources to provide meaningful information as a the entire network. Therefore, all MLN partners must resource. Furthermore, to enhance value cocreation, they contribute mutually as feedback mechanisms to detect combine this resource with others, such as recent news or the information ﬂow or content problems and to improve start-up ICT infrastructure. In this case, the start-up and customers need service performance and their own processes: to adopt a mutual resource interface so that the ﬁnal output has We had a long meeting, and I provided a long list of things that we would the desired form. Finally, some resource interfaces depend on like to have and could be used to improve SG’s service. SG also thought that these points were important (SS2). resource renewal at the network level, whereby a new technological infrastructure, such as APIs, replaces manual Thus, a critical element to overcome dependency is MLN routines and changes value cocreation for both the immediate actors’ collaboration to contribute to mutual value cocreation to customer and other tiers of the customer network. improve start-up services. Based on resource combining within networks (Baraldi et al., 2012; Landqvist and Lind, 2019), our ﬁndings show that the 5. Discussion multiple opportunities to combine and integrate resources mean The purpose of this paper was to explore the roles of ICT-based that the start-up company simultaneously performs multiple roles start-ups in MLNs and answer the three research questions in within the network. These different combinations of resources relation to their roles, how these roles facilitate value cocreation change the inherent value (Penrose, 1959)of the tracking in MLNs and the dynamics that shape value cocreation. information and enhance value cocreation within the network. Regarding our ﬁrst research question, the ﬁndings point out Building on what Lee (2000) suggests, playing all three roles, the that ICT-based start-ups play the roles of resource mediators, start-up facilitates the sharing of critical information conveniently Table 2 Examples of different roles and value offerings Explanation Examples Start-up roles in MLNs Resource Mediator Ad hoc tracking data integrated along the macro network and Tracking data at one shipping line’s website is combined with centralized in a single source tracking data at another shipping line’s website and shared with MLN through start-up platform Resource Recombiner Individual data processing and problem-solving approach A shipping line’s delay information, reported by start-up tracking transformed into mutual effort and collaboration to improve system, is adopted to shipper’s ERP system to revise their information sharing along processes internal operations based on new tracking data Resource Renewer Manual data tracking and traditional business models were Tracking data, which was manually sorted from each shipping replaced by digital data tracking and digitalized business line’s website by employees, are digitally collected from all models related websites and shared in start-up’s platform Changing Role Freight forwarders as solution and integration partners rather Freight forwarders recognize a delay in tracking data on time than operational partners and take proactive actions by informing and working with the shipper to avoid potential problems at shipper’s side Value offerings cocreated in the MLN Use Value MLN partners use timely, online, accurate, centralized data Accurate and timely tracking data is used for planning customs sharing to create value along processes clearance priorities, which in return, helps to avoid demurrage or other procedural penalties Exchange Value Tracking data aggregates into big data used for innovation Long-term tracking data provides information analytics to shippers, which are used for choosing shipping lines based on their long-term performances for particular routes 10 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 and on-time, which leads to improved performance of larger belong to shipping lines as well, which makes the information a network members. This evidence of a start-up taking on all three critical resource (Ramsay, 1996), essential for SG’soperations roles in business networks is an addition to Aaboen et al. (2016) and with no alternatives (Pfeffer and Salancik, 1978). Thus, the since, in their study, each role is derived from the individual case MLN experienced signiﬁcant disruptions when shipping lines analysis. In addition, this study adds understanding of the had temporary ICT infrastructure problems or even hacker complexity involved in changing roles for start-ups. attacks, which have become a regular threat for the industry. SG Regarding the types of resources (Håkansson and is following two paths to tackle this challenge: controlling other Waluszewski, 2002a, 2002b), we do not ﬁnd any evidence critical resources to decrease its dependence and increasing regarding the combination of speciﬁcresource types for others’ dependence on itself (Pfeffer, 1981). performing certain roles. Technical resources, such as the data, First, SG is trying to ﬁnd alternative resources that can information, information sharing infrastructure and algorithms, reduce its dependence on shipping lines’ information channels. sometimes combine with each other and sometimes with social It is forming contracts with other information service providers resources, such as the relationships between start-up and that extract data from satellites and sell this data to diverse customer organizations or their organizational units. Hence, we markets. Second, SG is upcycling historical search data in the argue that technical, social or mixed resource interfaces (Dubois system to create a new service. It combines individual searches and Araujo, 2006; Baraldi and Strömsten, 2006) are created in the system to form a critical resource providing information with simultaneous roles within the MLN. Importantly, our about the reliability and accuracy of shipping line services. ﬁndings show, as a resource renewer, a start-up also changes the Given that this may impact shipper preferences, it is critical for role and resource interfaces of other network actors. In our case, shipping lines. By developing this important resource, SG for example, freight forwarders were previously heavily focused intends to increase shipping lines’ dependence on it and on technical resource interfaces with their customers through thereby ensure the viability of its offering. This might even data tracking and standardized information updates. However, result in a new customer category for SG that is composed of after automating their technical resource interface by using the shipping lines searching for shipper preferences. start-up’s services, they became solution or integration partners focused on social resource interfaces. The resources of the 6. Conclusion MLN were thereby unlocked. This study explored how an ICT-based start-up integrated While performing these multiple roles, an ICT-based start-up resources within an MLN and inﬂuenced value cocreation can cocreate value in an MLN by solving signiﬁcant niche patterns within this network. The single case was analyzed in problems. The value cocreation patterns within the MLN take the surrounding MLN and in relation to the roles performed two main directions. First, use value is created by using during resource integration. The results show that ICT-based consistent, timely and accurate tracking information for decision- start-ups can take on all three roles of resource mediators, making, operations, risk management and service differentiation resource recombiners and resource renewers in business with SG’s ﬁrst-tier customers, such as freight forwarders and networks and thus adds understanding to the complexity cargo owners. Second, the creation of use value is extended to involved in changing roles ( Aaboen et al.,2016). further customer tiers through organizational interfaces. An The roles depend on how they interact and integrate interesting ﬁnding isthatthisresource interaction becomesa resources, and, in turn, this integration affects value cocreation resource itself. When the customers use SG’s tracking services to within the network. The start-up roles can even change the create use value for themselves and their networks, they leave roles of other network members. During resource integration, traces of their search trends and the historical performance of mixed resource interfaces are developed by combining their containers. These inputs create a form of market technical and social resources. Resource integration facilitates intelligence that becomes a valuable resource itself. Value the creation of both use and exchange value in the network. cocreation thus creates a new resource with exchange value for This then helps to decrease structural resource dependence on the start-up. The processed and packaged search data becomes a powerful actors by using customer resources to develop new new service offering for the MLN based on this exchange value. service offerings that propose new value to network actors. 5.2 Resource dependence dynamics in maritime 6.1 Theoretical contributions logistics networks The paper contributes to the literature on business networks that In relation to the second research question, our ﬁndings reveal ICT-based start-ups enter and challenge in three areas. First, the power dynamicsin MLNsasimportant game-changersfor value particular characteristics of the maritime transportation network and creation. Although ICT-based start-ups signiﬁcantly enhance its connection tosupplynetworks show how resource integration value cocreation in MLNs through resource integration, the traditional structure of these networks involves signiﬁcant power and the resulting value cocreation by connecting triads is executed imbalances between actors. Shipping lines are very powerful in this speciﬁc network setting. In this way, the study contributes actors that provide the transportation capacity and the with details of how the network changes when a technological start- up enters, integrates resources and performs multiple roles through infrastructure together with related information resources. Cargo resource interaction (Bocconcelli et al.,2020). Second, by owners and freight forwarders vary in size and shipment volume, performing different roles, ICT-based start-ups strengthen their so some are powerful, whereas others are relatively weak. Although SG’s service offering heavily depends on the publicly position within MLNs, enable other network members to change available container data supplied by shipping line systems, it has their roles, and facilitate both use and exchange value cocreation. no formal relationships with these organizations. Containers This proﬁling of start-up roles within business networks extends 11 Maritime logistics networks Journal of Business & Industrial Marketing Aysu Göçer, Ceren Altuntas Vural and Frida Lind Volume 38 · Number 13 · 2023 · 1–14 what Aaboen et al. (2016) suggest, and this paper concludes that context. Importantly, the underlying value cocreation patterns, these organizations can perform multiple resource interaction roles resource interaction and changing resource integrations are simultaneously within networks. Performing multiple resource developed to be of value in researching business networks of interaction roles simultaneously offers a signiﬁcant source of other industrial settings based on analytical generalization in network dynamics. single case research (Andersen et al., 2018). The study also shows that it is important to understand how Hence, more research on a variety of business network settings resource integration triggers other network members’ abilities is required since there is room for learning across industrial to integrate resources and thus their value cocreation. Hence, settings to understand how different contexts affect value building on previous studies on start-up resource integration cocreation in networks and identify which network characteristics within networks (Landqvist and Lind, 2019; Ciabuschi et al., that are critical in cocreation. For example, the case of MLN is a 2012), this study extends the analysis to the network level to service network, whereas business networks that focus on provide insights about network dynamics regarding resource product exchanges or product development may have different dependence and value cocreation. Related, this study dynamics. This, in turn, may require different theoretical contributes to the resource dependence stream of literature approaches to resource integration and value cocreation. The (Drees and Heugens, 2013) through revealing how the role(s) industrial network approach and resource-dependence theory of the start-up is changing resource dependence in the network. could provide new explanations of start-up entry and integration Finally, addressing calls to study knowledge as a resource in business networks. Resource dependence dynamics vary across networks and over time with value cocreation that can be within business networks (Baraldi et al.,2012), the ﬁndings studied with the service dominant logics as a base. As a resource, show that the main resource that the ICT-based start-up knowledge can change dependencies within networks. Therefore, developed is knowledge as a combination of other technical, future research being at the intersection of these theories to social resources and intricate interfaces. The consistent ﬂow of knowledge unlocks other resources for network members while explain how start-ups enter and even disrupt business networks also regenerating itself as a resource for its initial provider. The could make interesting contributions to the ﬁeld. knowledge generated by the start-up’s customers becomes new To end, the topics of digitalization, start-ups, power and resources enabling service differentiation and facilitating new network dynamics require frameworks of different streams of value cocreation within the network. literature (Mosch et al., 2022), which will require discussion of challenges and boundaries with given theoretical approaches or even combinations. An open view to similarities and differences 6.2 Managerial implications among theoretical approaches (Bocconcelli et al., 2020) could Container shipping is considered a conservative industry regarding help us to learn more about own assumptions and to stretch the digitalization of operational processes that require signiﬁcant theoretical boundaries to embrace contemporary and future manual work and documentation. 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Further reading Pfeffer, J. and Salancik, G.R. (1978), The External Control of Organizations: A Resource Dependence Perspective,Harper & Krippendorff, K. (2018), Content Analysis: An Introduction to Its Row, Marshﬁeld, MA. Methodology, Sage Publications. Poulis, K., Galanakis, G.C., Triantaﬁllou, G.T. and Poulis, E. (2020), “Value migration: digitalization of shipping as a Corresponding author mechanism of industry dethronement”, Journal of Shipping Ceren Altuntas Vural can be contacted at: ceren. and Trade, Vol. 5 No. 1, pp. 1-18. altuntasvural@chalmers.se For instructions on how to order reprints of this article, please visit our website: www.emeraldgrouppublishing.com/licensing/reprints.htm Or contact us for further details: permissions@emeraldinsight.com

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Journal of Business and Industrial Marketing – Emerald Publishing

Published: Dec 18, 2023

Keywords: Digitalization; Resource interaction; Resource integration; Resource dependence; New ventures; Shipping

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An ICT-based start-up entering maritime logistics networks: facilitation of value cocreation patterns

An ICT-based start-up entering maritime logistics networks: facilitation of value cocreation patterns

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An ICT-based start-up entering maritime logistics networks: facilitation of value cocreation patterns

An ICT-based start-up entering maritime logistics networks: facilitation of value cocreation patterns

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