Research on the Mechanism of Collaborative Value Co-Creation of Enterprise–Science Community: A Case Study Based on the Green Brand Maoduoli

Abstract

With the rapid increase of market competition pressure, enterprises’ collaborative innovation plays a more prominent role in competitive advantage. This paper aims to explore how the enterprise–science community can achieve sustainable collaborative value co-creation. Taking the Maoduoli Group as a sample, using the single case study method and grounded theory, a structural model of the enterprise–science community collaborative value co-creation mechanism is constructed. The proposed model is based on the value logic of “advocating value—creating value—delivering value—acquiring value”, which explains how the enterprise–scientific community collaborative value co-creation model is formed, how it is implemented, how it is delivered to customers, and the overall process of jointly harvesting value at last. The findings are as follows: First, government support, market demand, and entrepreneurial spirit are the internal and external factors for the enterprise–science community to develop collaborative value co-creation; secondly, the synergy mechanism of the enterprise–science community is to realize mutual activities such as joint research and development, a joint publication of papers, sharing of research results, joint research and development activities, and joint teaching practice through means of capital investment, concept support, and technical support. Third, the synergy mechanism of the enterprise–science community can realize the value of the economic and scientific research and the ecological and social benefits (narrow sense), and continuously feed back to further promote a deeper level of collaborative value co-creation of the enterprise–science community. This paper introduces the dimension of the scientific community, forms a special construct, and focuses on the collaborative value co-creation model of the enterprise–scientific community, which fills the gap in this research direction, and also provides theoretical support and practical guidance for the collaborative value co-creation model of the enterprise–scientific community.

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