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{{Use dmy dates|date = September 2015}}
 
There is no agreed definition of value network. A general definition that subsumes the other definitions is that a '''value network''' is a [[network]] of roles linked by interactions in which '''''[[Economic entity|economic entities]]''''' engage in both tangible and intangible exchanges to achieve economic or social good. This is close to the definition of [[Verna Allee]]<ref name=":0" />.
 
== Definitions ==
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=== Christensen ===
[[Clayton Christensen]] defines a value [[network]] as:
<blockquote>
"The collection of upstream [[suppliers]], downstream [[Marketing channel|channels to market]], and ancillary providers that support a common [[business model]] within an industry. When would-be disruptors enter into existing value networks, they must adapt their business models to conform to the value network and therefore fail at disruption because they become co-opted."<ref>[[Clayton Christensen|Christensen, C.]]; ''The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business'', Collins Business Essentials, page 296</ref>
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Their value networks consist of the following components:
* [[Customer|customers]]
* a [[service]] that enables interaction among them
* an [[organization]] to provide the [[service]].
* contracts that enable access to the [[service]]
 
One example of a value network is that formed by [[social media]] users. The company provides a service, users [[contract]] with the [[Company]]company and immediately have access to the value network of other customers.
 
A less obvious example is a [[Car]]car [[Insurance]]insurance [[Company]]company. The [[Company]]company provides [[Insurance]]insurance. [[Customers]] can travel and interact in various ways while limiting risk exposure. The [[Insurance]]insurance policies represent the company's [[Contract|Contracts]]contracts and the internal processes.
 
Fjeldstad & Stabell and Christensen's concepts address how a company understands itself and its value creation process, but they are not identical. Christensen's value networks address the relation between a company and its suppliers and the requirements posed by the customers, and how these interact when defining what represents value in the product that is produced.
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=== Normann and Ramirez: Value constellations ===
Normann and Ramirez argued in 1993 that strategy is not a fixed set of activities along a value chain<ref>[http://harvardbusinessonline.hbsp.harvard.edu/hbsp/hbr/articles/article.jsp?ml_action=get-article&ml_issueid=3934&articleID=93408&pageNumber=1 Online HBS Version Normann, R. and Ramírez, R. ''From Value Chain to Value Constellation: Designing Interactive Strategy''], [[Harvard Business Review]], 71, July/August 1993, pp. 65–77</ref>. Instead the focus should be on the value creating [[System]]system. All [[Stakeholder (corporate)|stakeholders]] are obligated to produce value. Successful companies conceive of strategy as systematic social innovation.
 
=== Verna Allee: Value networks ===